Intragroup Conflict And Organizational Performance
TABLE OF CONTENTS
1.0 INTRODUCTION
1.1 Background of the study
1.2 Statement of problem
1.3 Objective of the study
1.4 Research Hypotheses
1.5 Significance of the study
1.6 Scope and limitation of the study
1.7 Definition of terms
1.8 Organization of the study
CHAPETR TWO
2.0 LITERATURE REVIEW
CHAPETR THREE
3.0 Research methodology
3.1 sources of data collection
3.3 Population of the study
3.4 Sampling and sampling distribution
3.5 Validation of research instrument
3.6 Method of data analysis
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS AND INTERPRETATION
4.1 Introductions
4.2 Data analysis
CHAPTER FIVE
5.1 Introduction
5.2 Summary
5.3 Conclusion
5.4 Recommendation
Appendix
ABSTRACT
This study is on intergroup conflict and organizational performance. The total population for the study is 200 staff of bottling company of Nigeria, Onitsha, Anambra state. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made technicians, plant managers, shift maintenance controllers and trade managers were used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies
CHAPTER ONE
INTRODUCTION
1.1Background of the study
This study is carried out on intragroup conflict and organizational performance. Intragroup conflict (or infighting) refers to conflict between two or more members of the same group or team. In recent years, intragroup conflict has received a large amount of attention in conflict and group dynamics literature. This increase in interest in studying intragroup conflict may be a natural corollary of the ubiquitous use of work groups and work teams across all levels of organizations, including decision-making task forces, project groups, or production teams. Jehn (2017) identified two main types of intragroup conflict: task conflict and relationship (or emotional) conflict (e.g., differences in personal values).
As organizations experiment with flatter, more decentralized structures, workers are becoming more interdependent and responsible for more decision-making (Dumaine, 1991; Nohria, 1991). These changes mean new types of conflicts may arise among different groups of workers than were experienced in bureaucratically structured organizations (Janssen, Vande Vliert & Veenstra, 1999).The workforce is also becoming increasingly diverse. More women, minorities, foreign nationals, and people with different educational and experiential backgrounds are entering the workforce. This diversity inevitably leads to different kinds of conflicts than were experienced by a more homogenous workforce (Fiol, 1994; Williams & O’ Reilly, 1998)
More recent empirical work has begun to consider the potential benefits of organizational conflict rather than focusing only on the negative effects associated with it. A goal of this article is to review recent empirical work and, by incorporating past theory and multiple disciplinary views, to present a contingency perspective of the effects of intragroup conflict in organizations, which highlights the conditions that determine whether conflict is positive or negative to individual and group functioning. We consider: (1) the type of conflicts that exist; (2) the organizational outcome that is predicted or desired; (3) the temporal aspect of group life and conflict; and (4) the circumstances under which conflict occurs and the processes used to manage it that moderate the conflict-outcome relationship. We highlight the final aspect, the moderating factors, by presenting a conflict-outcome moderated (COM) model that delineates types of moderators which influence the conflict-outcome relationship: amplifiers (those variables that amplify the conflict-outcome relationship, strengthening both the positive and negative effects), suppressors (those variables that weaken both the positive and negative effects on outcomes), ameliorators (those variables that decrease negative effects and increase positive effects), and exacerbators (those variables that increase negative effects of conflict and decrease the positive effects)
Conflict is normally viewed as difference of interests or ideas. Organizational conflict about disagreement that happens when the goals of different persons or groups are mismatched and affects each other’s performance which makes it difficult in achieving their objectives. It is difficult to avoid conflict during the organizational life time; because of different stakeholders outside the organization and within the organization having different goals such as employer and employee are often incompatible. Conflict is an important aspect of life where individuals compete for jobs, resources, authority, and safety. It is hard to deal with the conflict, because it produces emotions when the individuals feel threatened, thereby creates tension, anxiety inducing the response of anger and fight. On this background the researcher wants to investigate intergroup conflict and organizational performance
1.2 STATEMENT OF THE PROBLEM
One of the most prominent reasons for intergroup conflict is simply the nature of the group. Other reasons may be work interdependence, goal variances, differences in perceptions, and the increased demand for specialists. Also, individual members of a group often play a role in the initiation of group conflict. Any given group embodies various qualities, values, or unique traits that are created, followed, and even defended. These clans can then distinguish “us” from “them.” Members who violate important aspects of the group, and especially outsiders, who offend these ideals in some way, normally receive some type of corrective or defensive response. Relationships between groups often reflect the opinions they hold of each other’s characteristics. When groups share some interests and their directions seem parallel, each group may view the other positively; however, if the activities and goals of groups differ, they may view each other in a negative manner. When trying to prevent or correct intergroup conflict, it is important to consider the history of relations between the groups in conflict.
1.3 OBJECTIVE OF THE STUDY
The objectives of the study are;
- To ascertain the relationship between intergroup conflict and organizational harmony
- To ascertain the relationship between intergroup conflict and organizational growth
- To ascertain the causes of intergroup conflict in organization
1.4 RESEARCH HYPOTHESES
Based on the above mentioned research questions the researcher dedicated to formulated the following research hypothesis. They are
H1: there is no relationship between intergroup conflict and organizational harmony
H0: there is relationship between intergroup conflict and organizational
H2: there are no causes of intergroup conflict in organization.
H0: there are causes of intergroup conflict in organization
1.5 SIGNIFICANCE OF THE STUDY
This study will be very significant to students and organizations. The study will give a clear insight on intergroup conflict and organizational performance. The study will also serve as a reference to other researchers that will embark on the related topic
1.6 SCOPE AND LIMITATION OF THE STUDY
The scope of the study covers intergroup conflict and organizational performance. The researcher encounters some constraints which limit the scope of the study namely:
AVAILABILITY OF RESEARCH MATERIAL: The research material available to the researcher is insufficient, thereby limiting the study
TIME: The time frame allocated to the study does not enhance wider coverage as the researcher has to combine other academic activities and examinations with the study.
Financial constraint– Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview).
1.7 DEFINITION OF TERMS
INTERGROUP CONFLICT: Intergroup conflict refers to disagreements that exist between two or more groups and their respective members. However, this can also reflect any type of formal or informal disagreements between varying groups such as political parties or activist groups
ORGANIZATIONAL PERFORMANCE: Organizational performance comprises the actual output or results of an organization as measured against its intended outputs. According to Richard et al. organizational performance encompasses three specific areas of firm outcomes: financial performance; product market performance; and shareholder return
1.8 ORGANIZATION OF THE STUDY
This research work is organized in five chapters, for easy understanding, as follows
Chapter one is concern with the introduction, which consist of the (overview, of the study), historical background, statement of problem, objectives of the study, research hypotheses, significance of the study, scope and limitation of the study, definition of terms and historical background of the study. Chapter two highlights the theoretical framework on which the study is based, thus the review of related literature. Chapter three deals on the research design and methodology adopted in the study. Chapter four concentrate on the data collection and analysis and presentation of finding. Chapter five gives summary, conclusion, and recommendations made of the study.
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