Conflict Management and Performance of Employees in Ekiti State Civil Service Commission

Conflict Management and Performance of Employees in Ekiti State Civil Service Commission

BABATOLA Felix Akinlade^1*, OMOWAYE Damilola Deborah², FABIYI Oluwatoyin Odunayo³, ANIMASAUN Sikiru Ayodeji⁴, OGUNJEMILUA Emmanuel Makanjuola⁵

^1,4Department of Business Administration, Joseph Ayo Babalola University, Nigeria

³Department of Entrepreneurship, Joseph Ayo Babalola University, Nigeria

⁵14,000 Jericho Park Road Bowie Maryland 20715 USA

^*Corresponding author

DOI: https://dx.doi.org/10.47772/IJRISS.2025.905000516

Received: 15 May 2025; Accepted: 24 May 2025; Published: 25 June 2025

ABSTRACT

The study examined the effect of conflict management on employee performance of the civil service commission in Ekiti State. The specific objectives are to determine the extent to which collaborating strategy can influence employees’ performance; determine the extent to which compromising strategy management can influence employees’ performance in Ekiti State Civil Service Commission. Descriptive survey research design was considered for the purpose of this study. The population for this study was 20,894 entire civil servants in Ekiti State which include the Ministries of Commerce and Industry, Education, Health, Internal Affairs, Information and Agriculture among others. The total sample for this study was three hundred and ninety-three (393) respondents which were further divided among the nineteen Ekiti State government ministries. Descriptive and inferential statistics were used to analyses various data sourced for in this study. Simple Regression analysis was used for data analysis in order to achieve stated objectives. The result revealed that conflict management variables such as collaborating strategy is 0.798, t = 62.567 and (p= 0.000< 0.05); compromising strategy is 0.517 t = 22.193 and (p= 0.000< 0.05).  The study concluded that there was collaboration in solving constraint issues concerning commission in the best possible ways, negotiate with co-workers so that an agreement can be reached, the superior managers are considerate in settling dispute among the co-workers.

Keywords: Conflict Management, Collaborating Strategy, Compromising Strategy, Employees’ Performance

INTRODUCTION

Every organization, whether public or private, regardless of its size, primarily exists to pursue specific economic, social, or political objectives. These objectives may manifest as generating a financial gain, providing services, manufacturing goods, augmenting sales revenue, etc. However, in order to utilize additional resources such as raw materials, machinery, money, and knowledge, it is necessary to involve human resources (Griffin, Phillips, & Gully, 2020). Conflict is an unavoidable occurrence in organizations due to the presence of diverse individuals with differing attitudes, beliefs, abilities, and personalities. No organization can effectively carry out its regular operations without encountering conflict. Conflict is the dominant, comprehensive, and pervasive phenomenon that is commonly linked to group involvement and Behaviour. According to Ijeh & Kifordu (2023), conflict is an inherent part of human nature and their desires, whether they be collective or corporate.

Conflict can be defined as a state where individuals or groups hold contrasting objectives, thought processes, or emotional states (Smith & Fredricks-Lowman, 2020). This approach recognizes three primary types of conflict: goal conflict, which arises when desired aims are irreconcilable between groups; cognitive conflict; and affective conflict.  Cognitive conflict arises from the incompatibility of concepts. Conflict can arise when there is a lack of common ideals, viewpoints, and opinions, leading to incompatibility while affective conflict arises when there is a disagreement in emotions. Efficient conflict resolution solutions are essential as conflicts can have both beneficial and detrimental impacts on a company (Adeyemi & Aigbavboa, 2024).

The concept of complex associations inevitably leads to conflicts among personnel inside a corporation (Giebels & Janssen, 2020). When well-controlled, it can positively influence both employee performance and satisfaction (Tao et al., 2022; Pembi et al., 2023). Efficient and timely conflict resolution has the capacity to enhance employee satisfaction and job performance. Conversely, unresolved conflict has a negative impact on both employee satisfaction and performance (Obiora, Iyke-Ofoedu, & Uzochukwu, 2023). Conflict is an inherent aspect of human interactions and is a continuous process that will endure as long as individuals vie for power, jobs, resources, safety, and acknowledgment. Consequently, managing conflict is a crucial responsibility of management (Lawani et al., 2024). Effective conflict management pertains to the proficient utilization of the endeavours of both individuals and groups within a business to achieve its objectives (Aziza & Widiastuti, 2024).

Employee performance evaluation is commonly conducted to assess an employee’s strengths and weaknesses, determine appropriate compensation, enhance job efficiency, and, if necessary, improve staff effectiveness (Almulaiki, 2023). It is crucial for management to have an understanding of employee demands (Huo & Jiang, 2023). Other researchers have corroborated this discovery, asserting that management must take into account crucial aspects such as employee originality and invention, job quality, shifts in work attitude, and employee efficiency and effectiveness to comprehend employee performance. Regular and impartial evaluation of these characteristics will facilitate the identification of areas that require development (Salju, Junaidi, & Goso, 2023). Employees will feel job satisfaction and their motivation will increase, resulting in enhanced organizational performance (Huo & Jiang, 2023).

Evidently, the majority of organizations have allocated a significant portion of their economic resources and energy towards resolving conflict-related matters. This ongoing situation has persisted without interruption, thereby presenting a detrimental obstacle to the industrial and economic advancement of a business. While scholars acknowledge that conflict is inevitable in any organization (Uchendu, Anijaobi & Odigove, 2013), frequent occurrence of organizational conflict can have detrimental effects such as decreased productivity, reduced profits, unemployment, and a decline in the organization’s income. Ekiti State Civil Service, like any other organization, continues to face a range of problems, including interpersonal conflicts and disputes related to task execution. The Ekiti State civil service has faced criticism for failing to meet the expectations of the public due to its low productivity. Hence, it is crucial to analyses which conflict management tactics could potentially impede the growth of employees’ productivity in the workplace, considering the inevitability of conflicts. This is because inadequate conflict management hinders the possibility of achieving higher productivity.

It is essential to analyse the many effects of conflict management on employees’ performance due to the need for labour and management to resolve unwanted pressures, disputes, and their negative consequences. Prior studies have focused on various aspects of organizational conflict, including effects of conflict management strategies on employees’ performance in the university of caliber Teaching Hospital, Calabar, Nigeria (Augustine et al 2024)   impact on employees’ performance (Hassan, 2017), impact of conflict management strategies on employees, performance the connection between organizational conflict and management approach (Donkar, 2015), the influence of organizational conflict on employees’ performance (MdZahid, 2017), the relationship between conflict management styles and employee performance in hospitals (Binyanya, 2021), the impact of conflict management strategies on employees’ productivity in a Nigerian State Civil Service (Uwa, 2014), the effect of conflict management styles on employees’ performance in selected institutions of higher learning in Adamawa State, Nigeria (Saidu, 2021), and the association between organizational conflict and collective bargaining, among others.

Researchers have conducted studies on conflict management and its impact on employee performance. However, most of these studies were conducted outside of Ekiti State. Recently, Adebowale (2022) conducted a study specifically focused on the effect of conflict management on the profitability and employee performance of deposit money banks in Ekiti State. This study aims to investigate the impact of conflict management on employee performance within the Civil Service Commission in Ekiti State.

 Research Objective

The broad objective for this study is to investigate the influence of conflict management on employee performance of the civil service commission in Ekiti State. The specific objectives are to:

1. determine the extent to which collaborating strategy influence employees’ performance in Ekiti State Civil Service Commission.
2. ascertain the extent to which compromising strategy management influence employees’ performance in Ekiti State Civil Service Commission.

Research hypotheses

To answer the research questions, the following hypothesis were formulated for testing:

H₀₁: Collaborating strategy does not have significant influence on employees’ performance in Ekiti State Civil Service Commission.

H₀₂: Compromising strategy does not have significant influence on employees’ performance in Ekiti State Civil Service Commission.

LITERATURE REVIEW

There are number of management science theories that have been developed to provide a rationale for conflict management and improving organizational performance such as Contingency Theories, Herzberg’s Motivation-Hygiene Theory, Goal-Setting Theory, Scenario-Based Performance Management Theory will be examined in the following process.

Contingency Theories

Contingency theories propose that hostility is not inherent, but its manifestation is influenced by external variables. Conflict can arise due to a lack of resources or rivalry for resources, or due to the unequal allocation of abundant resources. Adeyemi & Aigbavboa (2024) explain that resource scarcity, combined with competition for power, can significantly exacerbate organizational conflict.

The initial formulation of the contingency argument can be traced back to the works of French philosopher Jean-Jacques Rousseau, who observed humanity’s transition from a primitive state to one characterized by organized society and social interaction. Rousseau expanded upon Hobbes’ observation that self-preservation is a fundamental human urge by introducing the concept of compassion. This compassion, defined as the aversion to witnessing suffering or death, counters Hobbes’s notion of perpetual hostility. According to Rahim (2023), Rousseau’s views highlight the impact of society’s structure on conflict, arguing that human aggression is largely a product of external social forces rather than innate tendencies.

The contingency theory school holds that conflict and violence are influenced by external factors rather than being determined solely by the individual. According to Tao et al. (2022), cultural learning plays a significant role in shaping violent tendencies, as pacific impulses can be redirected under specific circumstances. Collective aggression is often driven by external pressures such as competition, resource scarcity, and power imbalances (Pembi et al., 2023). These factors, rather than deliberate planning, often influence the manifestation of violence in a given society.

Herzberg’s Motivation-Hygiene Theory

Herzberg’s motivation-hygiene theory is a performance management theory that states there are two distinct categories of factors that drive employee motivation8: hygiene considerations and motivational factors. Hygiene considerations encompass the essential prerequisites that a person must have in order to perform their job effectively, such as compensation and working environment. They are sometimes referred to as maintenance factors as they prevent employees from getting disgruntled with their positions. Motivational variables pertain to the elements that stimulate individuals to perform exceptional work and experience a sense of satisfaction, such as acknowledgment and accomplishment. They are commonly referred to as growth factors due to their ability to facilitate personal and professional development.

Goal-Setting Theory

The goal-setting theory is a theory of performance management that entails establishing precise goals and objectives for employees and implementing a monitoring system to measure their progress towards those goals. Typically, these goals are measurable, allowing employees to have a clear understanding of their progress in accomplishing them. The goal-setting approach is frequently utilized by organizations seeking to enhance the productivity levels of their employees. The reason it usually succeeds is that it provides employees with a distinct understanding of their manager’s expectations and preferred methods for completing tasks, which can serve as a source of motivation for them to increase their effort and efficiency. The Goal setting hypothesis was formulated by Edwin Locke in 1968. According to this notion, the personal objectives set by an employee have a significant impact on inspiring them to achieve exceptional performance. This is due to the staff diligently pursuing their objectives. If these objectives are not met, individuals can either enhance their performance or adjust the goals to make them more attainable. If the performance increases, it will lead to the attainment of the objectives of the performance management system (Salamanetal, 2005).

Scenario-Based Performance Management Theory

The scenario-based performance management theory is a methodology that aims to revolutionise the way executives oversee and enhance employee performance. It entails creating a work atmosphere that consistently fosters employee risk-taking and learning from mistakes, while simultaneously holding them responsible for their actions. An important advantage of this strategy is its ability to facilitate employee learning from mistakes, hence enhancing their future performance. The concept is that when managers foster an environment where employees are encouraged to make errors, while simultaneously ensuring that they accept responsibility for rectifying those errors, it enables continuous self-improvement over time.

 Expectancy theory

The expectation performance management theory is a concept of performance management that elucidates the reasons for variations in employee performance. This idea centres on the beliefs that employees hold on their competencies, conduct, and the consequences of their activities. The focus is on three factors:

Victor Vroom introduced the concept of performance expectancy in 1964. This idea is founded on the premise that individuals adapt their Behaviour within an organisation depending on their anticipation of achieving valued goals that they have established for themselves. The individuals adapt their behaviour in a manner that is very probable to help them achieve these aims. The notion of performance management is based on the theory that performance is influenced by expectations for future occurrences (Salamanetal, 2005).

Expectancy refers to an employee’s conviction that their good performance will lead to favourable outcomes. Instrumentality refers to an employee’s conviction that their activities will directly lead to beneficial outcomes, such as the assumption that performing well in their job would result in a salary increase. Valence refers to an employee’s disposition towards the potential outcome of a situation, such as if they derive satisfaction from taking on additional obligations.

METHODOLOGY

The study employed a descriptive survey research design for this to support the observed impact of conflict management on employee performance in the Ekiti State Civil Service Commission. The population for this study consists of 20,479 Civil Servants in Ekiti State. The civil servants included in the study are from various ministries, such as Commerce and Industry, Education, Health, Internal Affairs, Information, and Agriculture.

Table 1: Ekiti State Civil Servants Population in Selected Ministries

Source: Ekiti State Ministry of Information Bulletin (2024)

This study adopts Yamane (1967) sampling technique model for determining the study sample. The model formula depicts as:

n=N/(1+N(e)^2 )

Where n = anticipated total sample, N = Population size, e sampling error (0.05)

Hence, the total sample computed as:

n=20479/(1+20479(0.05)^2 )=393

The total sample size for this study is 393 respondents, which was subsequently allocated among the nineteen ministries of the Ekiti State government. This is done to ensure that every member of the population has equal involvement based on the number of government servants in each ministry. The data utilized in this study were obtained from primary sources. The main method used to collect data was through the distribution of a structured questionnaire. The questionnaire consisted of a five-point Likert scale and was administered to 393 respondents. The sample size was determined using the Yamane (1967) model. The questionnaire used in the study was a structured closed-ended questionnaire. It was organized into five sections, labelled A-E. Section A specifically aimed to gather important demographic information from the study participants. Sections B, C, D, E, and F contain inquiries aimed at obtaining information relevant to the study’s objective. This study adopts stratified random sampling technique in selecting the participating members of population because not all members of the population have an equal chance of selection. The sample was grouped into strata based on the population of each ministry.

n* =(nN*)/N

Where n^* = the sample of each ministry, n = total sample of study, N* = Population of each ministry, N = Population size.

Hence, the total sample computed as:

Table 2: Ekiti State Civil Servants Population in Selected Ministries

Source: Author’s Computation (2024)

The construct reliability and internal consistency of the instrument were determined through Cronbach’s Alpha coefficient. Cronbach’s Alpha is the most frequently used to test assessing reliability. The Alpha value of the instrument exhibit an acceptable degree of reliability (alpha >0.7) (Delone & Mclean, 2003).

RESULTS AND DISCUSSION

Demographic Distribution of Respondents

Table 3, shows the demographic distribution of respondents reveals that there are 48.2% male respondents and 51.8% female respondents in this research. This indicates that there are more female respondents than male respondents in this study. The age distribution of respondents showed that 30.3% of the respondents were aged between 18 and 20 years, 27.7% were aged between 21 and 30 years, 10.7% were aged between 31 and 40 years, and 31.3% were aged between 41 and 50 years.

The respondents’ marital status indicated that 58.3% (n=179) of them were single, while 41.7% (n=128) claimed to be married. The educational qualifications of the respondents are as follows: 8.8% are SSCE graduates, 15.6% are NCE/ND graduates, 43.6% are HND/B.Sc. graduates, and 31.9% hold professional certificates.

Table 3: Demographic Distribution of Respondents

Source: Author’s Computation (2024)

Determine the extent to which collaborating strategy influence employees’ performance in Ekiti State Civil Service Commission.

To test this hypothesis, the respondents’ scores on two variables of collaborating strategy and employee performance were computed and subjected to simple regression analysis. From Table 4, the R (correlation Coefficient) gives a positive value of 0.963; this indicates that there is a strong and positive relationship between collaborating and employee performance.

The R² is a portion of the total variation in the dependent variable that is explained by the variation in the independent variables. From the results obtained, R² is equal to 0.928, this implies that collaborating brought about 92.8% variance in employee performance, this is further proven by the adjusted R² that shows the goodness of fit of the model which gives a value of 0.927, implying that when all errors are corrected and adjustments are made, the model can only account for 92.7% by collaborating; while the remaining 7.2% are explained by the error term in the model  in the surveyed of selected multinational companies in Nigeria as shown in Table 4.

Table 4: Model Summary of Regression analysis for Collaborating effect on Employee performance

The unstandardized beta co-efficient of collaborating strategy is 0.798 with t= 62.567 and (p= 0.000< 0.05). These results showed that collaborating have effect on employee performance. This implies that there is collaboration in resolving constraint issues concerning commission in the best possible ways.

Table 5: Simple Regression analysis (Beta Co-efficient) for Collaborating effect on Employee performance

From the Table 5, discussion in objective one, and by F-Stat. 3914,667, p-value 0.000 < .05, it showed that the null hypothesis, collaborating does not significantly affect employee performance which is not true therefore, the null hypothesis is rejected. Based on this, we accepted the alternative hypothesis that collaborating have effect on employee performance.

Table 6: ANOVA Results for Collaborating and Employee performance

Ascertain the extent to which compromising strategy influence employees’ performance in Ekiti State Civil Service Commission.

To test this hypothesis, the respondents’ scores on two variables of compromising strategy on employee performance were computed and subjected to simple regression analysis. From Table 6, the R (correlation Coefficient) gives a positive value of 0.786; this indicates that there is a strong and positive relationship between compromising strategy and employee performance

The R² is a portion of the total variation in the dependent variable that is explained by the variation in the independent variables. From the results obtained, R² is equal to 0.618, this suggests that compromising strategy brought about 61.8% variance in employee performance, this is further proven by the adjusted R² that shows the goodness of fit of the model which gives a value of 0.616, implying that when all errors are corrected and adjustments are made, the model can only account for 61.6% by compromising; while the remaining 38.4% are explained by the error term in the model  in the surveyed of selected civil service commission in Ekiti State as shown in Table 6.

Table 7: Model Summary of Regression analysis for Compromising effect on Employee performance

The unstandardized beta co-efficient of compromising strategy is 0.517 with t= 22.193 and (p= 0.000< 0.05). These results showed that compromising have effect on employee performance. This implies that management negotiate with their workers so that an agreement can be reached.

Table 8: Simple Regression analysis (Beta Co-efficient) for Compromising effect on Employee performance

From the Table 9 discussion in objective two, and by F-Stat. 492.515, p-value 0.000 < .05, it showed that the null hypothesis, compromising does not significantly affect employee performance is not true therefore, the null hypothesis is rejected. Based on this, we accepted the alternative hypothesis that compromising have effect on employee performance.

Table 9: ANOVA Results of Compromising and Employee Performance

CONCLUSIONS AND RECOMMENDATIONS

The study concluded that there is collaboration in solving constraint issues concerning commission in the best possible ways, bring all concerns out in the open for issues to be resolved in the best ways. ng with the suggestion of my

The colleagues contest/argue their argument with their co-workers to show the merits of their position, firm in pursuing their side of the issue and hold to their solution of problem.gues contest their argument with their co-workers to show the merits of their position

The study concluded that compromising proposed a middle ground for breaking dead lock, accept the wishes of their co-workers, negotiate with co-workers for a compromise to be reached and the superior managers are considerate in settling dispute among the co-workers.

Based on the findings and conclusion, the study recommended the following:

1. In order to decrease conflict, all ministries must take a serious approach to integrating efficient communication into their management strategies. They should also plan out strategic methods for keeping information.
2. The best circumstances to apply a compromise strategy are those in which both parties are prepared to come to a mutually beneficial conclusion. To give the employees in dispute a fair chance to listen to one another and come to an amicable settlement, management must step in.
3. To greatly boost employee performance, the Ekiti State civil service commission’s current accommodative strategy and methods need to be further improved.
4. To foster a positive work environment for its staff, the company should start providing conflict management training and retraining to its staff members.

REFERENCES

1. Adebowale, I. O. (2022). Effect of Conflict Management on Profitability and Employee Performance of Deposit Money Banks in Ekiti State. International Journal of Economics, Business and Management Research, 6(08), 2456-7760.
2. Adeyemi, B. S., & Aigbavboa, C. O. (2024). An evaluation of the impacts of construction professionals’ conflict on performance in the Nigerian construction industry. International Journal of Building Pathology and Adaptation, 42(3), 469-482.
3. Almulaiki, W. A. (2023). The impact of performance management on employee performance. Saudi Journal of Business and Management Studies, 8(2), 22-27.
4. Aziza, P. F., & Widiastuti, I. (2024). Conflict management strategies in improving the performance of the educational personnel team at semarang state university. Social Sciences Journal, 136-142.
5. Binyanya, D. (2021). Conflict Management Styles and Employee Performance in Hospitals. European Journal of Conflict Management, 2(1), 60- 95.
6. Giebels, E., & Janssen, O. (2020). Conflict stress and reduced well-being at work: The buffering effect of third-party help. In Conflict in Organizations: Beyond Effectiveness and Performance (pp. 137-155). Psychology Press.
7. Griffin, R. W., Phillips, J. M., & Gully, S. M. (2020). Organizational behavior: Managing people and organizations. CENGAGE learning.
8. Huo, M. L., & Jiang, Z. (2023). Work–life conflict and job performance: The mediating role of employee wellbeing and the moderating role of trait extraversion. Personality and Individual Differences, 205, 112109.
9. Ijeh, N. E. O., & Kifordu, A. A. (2023). Optimizing organizational performance through dynamic conflict resolution strategies in the banking sector. Journal of Global Economics and Business, 4(15), 139-162.
10. Lawani, K., Arias Abad, L. A., Craig, N., Hare, B., & Cameron, I. (2024). Exploring emotional intelligence and conflict management styles in Dominican Republic construction industry. Journal of Engineering, Design and Technology, 22(1), 89-119.
11. Obiora, O. A., Iyke-Ofoedu, M. I., & Uzochukwu, A. C. (2023). Effect of stress management strategies on employee Job performance in deposit money banks in Nigeria. International Journal of Advanced Multidisciplinary Research and Studies, 3(2), 200-208.
12. Pembi, S., Ikemefuna, M., Kibikiwa, G. M., & Zoakah, J. D. (2023). Conflict in Organisations: An Examination of Its Types, Sources, Effects and Management Strategies. Organization and Human Capital Development, 2(1), 53-65.
13. Saidu, S. (2021). Effect of Conflict Management Styles on Employees’ Performance in Selected Institutions of Higher Learning in Adamawa State, Nigeria. International Journal of Research and Innovation in Social Science, 5(9), 672-678.
14. Salju, S., Junaidi, J., & Goso, G. (2023). The effect of digitalization, work-family conflict, and organizational factors on employee performance during the COVID-19 pandemic. Problems and Perspectives in Management, 21(1), 107.
15. Smith, N., & Fredricks-Lowman, I. (2020). Conflict in the workplace: A 10-year review of toxic leadership in higher education. International Journal of Leadership in Education, 23(5), 538-551.
16. Tao, W., Lee, Y., Sun, R., Li, J. Y., & He, M. (2022). Enhancing Employee Engagement via Leaders’ Motivational Language in times of crisis: Perspectives from the COVID-19 outbreak. Public relations review,  48(1), 102-133. https://doi.org/10.1016/j.pubrev.2021.102133
17. Uchendu, C., Anijaobi, F. & Odigwe, F. (2013). Conflict Management and Organizational Performance in Secondary Schools in Cross River State. Nigeria Research Journal in Organizational Psychology and Education Studies, 2(2), 67-71.
18. Uwa K. L. (2014). Conflict Management Strategies and Employees’ Productivity in a Nigerian State Civil Service. Journal of Business and Management Sciences, 2(4), 90-93.doi:10.12691/jbms-2-4-2