Strategies For Managing Industrial Conflict In Amac And It’s Impact On Organizational Efficiency

Project and Seminar Material Under Peace Studies and Conflict Resolution

Strategies For Managing Industrial Conflict In Amac And It’s Impact On Organizational Efficiency


This study titled “Strategies For Managing Industrial Conflict In AMAC And It’s Impact On Organizational Efficiency” is aimed at investigating the types, causes and effects of industrial conflicts in the Area council as well as the strategies adopted in managing the conflicts. The survey research method was adopted for the study. Primary data were collected from selected staff of AMAC using questionnaire and interview techniques. Secondary data were collected from published works. Data were presented in tables as frequency distribution and analyzed with percentage and frequency. The Z-test technique was applied in testing the hypotheses. The major findings of the study were as follows;

  • Conflicts regularly occur in the Area council. These include intrapersonal, inter-personal and group-management conflict.
  • The causes range from personal trait and goals, organizational policies to poor communication and reward system.
  • The conflict management strategies adopted include avoidance, accommodation, competition, compromise, collaboration, mediation, counseling, team resolution, etc.
  • Conflicts have adverse effects on employees and the organization.
  • Effective conflict management enhances organizational performance.’

Table of Content

  • Title Page
  • Certification
  • Dedication
  • Acknowledgement
  • Table of Content
  • List of Tables
  • Abstract

Chapter One:


  • 1.1 Background of the Study
  • 1.2 Statement of the Problem
  • 1.3 Objective of the Study
  • 1.4 Research Questions
  • 1.5 Research Hypothesis
  • 1.6 Significance of the Study
  • 1.7 Scope of the Study
  • 1.8 Limitation of the Study
  • 1.9 Definition of Terms
  • 1.10 Organisations of the Study

Chapter Two:

Review of Literature

  • 2.1 Conceptual Framework
  • 2.2 Theoretical Framework
  • 2.3 Empirical Review

Chapter Three:

Research Methodology

  • 3.1 Research Design
  • 3.2 Population of the Study
  • 3.3 Sample Size Determination
  • 3.4 Sample Size Selection Technique and Procedure
  • 3.5 Research Instrument and Administration
  • 3.6 Method of Data Collection
  • 3.7 Method of Data Analysis
  • 3.8 Validity of the Study
  • 3.9 Reliability of the Study
  • 3.10 Ethical Consideration

Chapter Four:

Data Presentation and Analysis

  • 4.1 Data Presentation
  • 4.2 Analysis of Data
  • 4.3 Answering Research Questions
  • 4.4 Test of Hypotheses

Chapter Five:

Summary, Conclusion and Recommendation

  • 5.1 Summary
  • 5.2 Conclusion
  • 5.3 Recommendation
  • References

Chapter One


1.1 Background of the Study

The establishment and continuous existence of organisation through the realization of set goals and objectives requires the continuous and effective functioning of its material input with the human element being indispensable. However, the human elements required to facilitate goals attainment often engage in disagreement and variance over factors such as interest, views, style of management among others. The reactionary effect is due to the perceived incompatibilities resulting typically from some form of interference or opposition is term conflict. Azamosa (2004) observed that conflicts involve the total range of behaviours and attitudes that is in opposition between owners/managers on the one hand and working people on the other. It is a state of disagreement over issues of substance or emotional antagonism and may arise due to anger, mistrust or personality clashes. Conflict are inevitable part of organisational life since the goals of different stakeholders such as managers and staff are often incompatible (Jones et al 2003). In addition, it is argue that Conflict is an ever-present process in human relations. That is why various companies have changed their approaches to enable them to manage their organisations effectively to avoid conflicts at all costs.

Conflict is a fact of life in any organisations as longer as people compete for jobs, resources, power, recognition and security. In addition, dealing with conflicts is a great challenge to management (Adomi and Anie, 2005). Conflicts commonly arise when employees interact in work place and compete for scarce resources. Employees in various organisations are organized into manageable groups in order to achieve common goal, therefore, the probability of conflicts to arise is very high. Nowadays, most serious conflicts make headlines in the newspapers, which might affect the public image of the company.

Conflicts have both negative and positive outcomes to the individual employees and the organization at large. In social life, conflicts do occur but they are managed by family members, friends and relatives. The same case applies to organisations. Irrespective of the factors resulting in conflict, it has been observed that industrial conflicts produce considerable effects on organisations and should be consciously managed as much as possible.

Employees occupy a very strategic place in an organization because of their centrality to the production process. They contribute a very indefinable role both in the achievement of various organization goals and objectives as well as the government economic programme. However, for employees to perform their crucial role effectively and efficiently there must exist a strong cordial relationship between the employer and employee of such organizations. Although conflict in an organization is inevitable, it must however be noted that friction between employer and the employee must be reduced through a vibrant collective bargaining process to ensure smooth operation in the business of the organization. Conflicts are inevitable in every organization. There will always be conflicts and disagreements between employers and employees, either on wages or on the general condition of service of the workers. Conflict in Nigerian industries has become perennial and disturbing so much that it has hampered the growth of some organizations in Nigeria.

In many organizations in Nigeria today, internal (intrapersonal) and interpersonal conflicts are consuming so much organizational time and attention that organizations are starting to look as though conflict is their primary business (Ojielo, 2003).

This development is largely due to the inability of leaders in Nigerian work organizations to view the management of conflict as systematically as they view information, human resources, and financial management systems. Instead, conflict is viewed and handled in piecemeal and is considered as local events. The inability to view and manage workplace conflicts systematically has therefore rendered conflict dysfunctional in some organizations.

This is evidenced by the high frequency of strike action, unhealthy rivalry between and among sub-units and individuals within an organization, sabotage at workplace, slow work, labour turnover, absenteeism, lack of productivity, general inefficiency, high rate of industrial accident, low morale, withholding of vital knowledge and a host of others that are being perpetrated by workers in workplaces.

AMACas an organization that is not excluded from conflict situation as long as the human element is part of its resources. They may disagree over issues in the workplace which can trigger conflict that need to be managed for improve performance and to enhance productivity in the organization.

To this effect, this study seeks to explain further and identify the strategies for managing industrial conflict in AMAC and it’s impact on organizational efficiency. Also building on earlier research projects and study, this study sets to deepen our understanding and expose us to more facts in terms of benefit and economic advantage that organisation will benefit in choosing right and effective means of managing conflict that may arise within the industry.

1.2 Statement of the Problem

For peace and harmony to reign supreme in any organization, it is very important that employers and employee give their best in employment matter. The employer should be able to provide job for the employees provide safe and good working tools, pay the wages of workers.

On the other hand employee must be loyal and faithful, obey reasonable instruction and be ready to do the job for which he is employed. When both parties play their roles perfectly, their relationship will be very cordial, but where one party fails in his duty there would be crisis in the work environment. This cordial and mutual respect sometimes suffer breakdown. It is not unusual to learn that a particular union called out its members on a strike action as a result of failure on the part of the management of an organization to fulfill its obligation either by non-payment of salary or non-provision of working tools.

Against this backdrop, the study intended to find out the strategies for managing industrial conflict in AMAC and it’s impact on organizational efficiency. This is for the purpose of ascertaining the relevance and benefit of well manage conflict in an organization in consideration for the provision of good working tools. As such the problem of the study is to find out what is the industrial relationship practice in the organization and factors responsible for the industrial conflict in the organization?.

1.3 Objectives of the Study

The main objective is to find out the strategies for managing industrial conflict in AMAC and it’s impact on organizational efficiency. The definite objectives:

  1. To determine and examine the causes of industrial Disputes between workers and management in AMAC
  2. To appraise the management of conflict as well as how it affects the morale of workers.
  3. To find out the consequences/implications of industrial unrest in AMAC
  4. To know the strategies used by the management in solving disputes in AMAC and how they can be managed.
  5. To examine the management approaches often adopted to mitigate industrial dispute in issues.

1.4 Research Questions

This research work will enable the researcher to come up with answers and find solutions to any of the future conflicts through the questions below:

  1. What are the causes of industrial disputes in AMAC
  2. How were the conflicts managed by workers and management
  3. To what extent has management of these conflicts affected the morale of workers needed in enhancing their performances
  4. What are the strategies used by the management in settling industrial disputes
  5. How often does a trade dispute arise in tertiary institutions

1.5 Research Hypothesis

The following hypothesis was created to guide the study:

Hypothesis I
  • Ho: The industrial conflicts in the AMAC are not as a result of the management’s refusal to meet up with workers welfare needs.
  • Hi: The industrial conflicts in the AMAC are as a result of the management’s refusal to meet up with workers welfare needs.
Hypothesis II
  • Ho: Staff in AMAC is not of the opinion that trade union contribute to the industrial dispute.
  • Hi: Staff in AMAC is of the opinion that trade union contribute to the industrial dispute.

1.6 Significance of the Study

With the rise in industrial conflicts in the university system, an in-depth study of the problems becomes necessary. A study of this particular topic would be beneficial to the state, employers of labour, employees and society as a whole. To workers, it contributes to manpower development, harmonized industrial relations that will promote rapid economic growth. Labour unions as a whole will benefit from this research work because it will give a clear understanding that through their imperative demands that are in line with economic realities; have to consider the lean resources of the state and position of management before embarking on strike. It will also reveal the areas of weakness that should be improved and areas of strengths that should be encouraged for effective management. The study is significant to the university because they are at an advantage to apply management by consultation in all issues concerning workers. It gives the management a potentiality of changing its focus to some of its rigid features with a view of correcting the flaws which constituted workers/management conflict in the study area.

An effective research into this work and consequent prescriptions of for the problems that may be made in the research findings will not only improve the proper handling of industrial conflicts in the AMAC, but will act as a blueprint for the whole federation and will also help to reduce the numerous problems which create gap between labour and management in carrying out their responsibilities. It contributes to the manpower development and harmonized industrial relation, which promotes rapid economic development. It will also stimulate further research into conflict and management not only in tertiary institutions but also in other government and non-governmental organisations. The research work is also beneficial to the researcher as it is a requirement for award at a higher degree to the researcher.

1.7 Scope of the Study

This study has its main focus on the industrial conflicts in Abuja municipal area council (AMAC) and its impact on their performances. For the success of this research work to happen, the study looks at the background of the AMAC, the causes of these conflicts, the consequences when these issues are not handled properly and also to determine the extent these conflicts have gone in reshaping the economy and the life of the workers within the institution. The scope revolves around the machinery of reaching collective bargain and identification of parties and its objectives as it relates to labour relations. This research work covers the outcome of the findings will be applicable to similar institutions in the country.

1.8 Limitations of the Study

With writing a research comes its constraints. And in a country like Nigeria were bureaucracy is in the flow of information that includes inaccurate data and statistics, there will definitely be a problem. Problems like privacy of information constraints, inadequate data collection and handling procedures, lack of incentives and motivation, lack of standardization in data collection, low quality data and inadequate recording devices, lack of research skills. Problems like this can be against the success of the study and reduce the extent of the result and achievements of aims and objectives. Also time factor, respondent of students whom are reluctant and some unwilling to opinionate or give answer to the questionnaire

1.9 Organization of the Study

  • Chapter one is concerned with the introduction (overview of the study) which consists of historical background, statement of the problem, objectives of the study, research hypothesis, significance of the study, scope of the study, limitation of the study, definition of terms
  • Chapter two has to do with the related review of related literature, conceptual clarification, empirical review, theoretical framework, conclusion and references.
  • Chapter three has to do with the research methodology adopted in the study which includes background of the study, reinstatement of the hypotheses and research design. Others are population of the study, sample/sampling techniques, research instrument, and validation of instrument data collection method and data analysis.
  • Chapter four and five would be for the presentation of the research findings and summary of recommendations with conclusion respectively.

1.10 Definition of Terms

The following terms are defined adequately:


This is a company, institution or association comprising of one or more people and having a particular purpose. It refers to a collection of people, who are involved in pursuing defined objectives; it is a social system that comprises of all formal human relationships. It is the process of identifying and grouping work to be performed, defining and delegating responsibility and authority and establishing relationships for the purpose of enabling people to work most effectively together in accomplishing of objectives. It is an instrument for achieving organizational goals. The work of each and every person is defined and authority and responsibility is fixed for accomplishing the same.


It is a struggle between incompatible or struggling needs, wishes or ideas, interests or active disagreement between people with opposing opinions and principles. It is as an activity which takes place when conscious beings (individuals or groups) wish to carry out mutually inconsistent acts concerning their wants, needs or obligations.

Industrial Conflict:

It is any dispute or difference between employers and workmen, which is connected with the employment or non-employment or term of employment or with the conditions of labour of any person.


John F. Mee defines management as the art of securing maximum results with a minimum of efforts so as to secure maximum prosperity and happiness for both other employer and employee and give the public the best possible service.

Prof. A Dasgupta defines management as the creation and control of technological and human environment of an organisation in which human skills and capacities of individuals and groups find full scope for their effective use in order to accomplish the objective for which an enterprise has been setup. It is involved in the relationships of the individual, group, organisation and the environment

Employee / Worker:

This sis someone who gets paid an hourly wage or annually salary for a set job. Not all hourly workers are employees. Employees are generally defined by higher level of contract that the employee has over the details of the employee’s work.

Trade Union:

This is an organized association of workers in a trade, groups of trades or profession, formed to protect and further their rights and interested.

Chapter Five

Summary, Conclusion and Recommendations

5.1 Summary of Findings

The following are the major findings of the study;

  1. The causes of the conflict include poor communication, organizational policies, individual goals, management style, ineffective reward system and poor superior- subordinate relationship. Others include unconducive work environment, poor condition of service, personality traits, bad economic policies among others.
  2. The conflict management strategies adopted include avoidance, accommodation, competition, compromise and collaboration‟s. Others include mediation, counseling, team resolution and modifying organizational policy.
  3. Specific conflicts re occurs in the bank. But this is not mainly due to poor conflict management.
  4. Organizational conflicts lowers workers‟ morale, discourage commitment to work, de-motivates workers and breeds distrust and suspicious. It also hampers effective inter-personal and group relationships. Besides, it hampers workers‟ productivity.
  5. Organizational conflict leads to loss of time, slows down production process, reduces output and profit levels and output and profit levels and hampers organizational growth.
  6. Effective conflict management enhances organizational performance by creating conducive and harmonious work environment.

5.2 Conclusion

Industrial conflict is a regular feature in corporate organizations across the country which arises whenever there is disagreement between individual or group of individuals and management. Various strategies are adopted in managing the conflicts but the strategy adopted in each instance depends on the nature of the conflict and the person involved. The strategies adopted are largely effective in resolving the conflicts. However, the re- occurrence of specific conflict is not mainly due to ineffective conflict management but the dynamic socio-economic situation.
Organizational conflicts adversely affect employees and management as well as their relationships. It impacts negatively on workers‟ productivity and over all performance and growth of the organization.

5.3 Recommendations

  1. Management should ensure that there is effective communication between the management team and subordinates. This will ensure that all are aware of management policies and actions as well as contributory to decision-making in the organization. This will eliminate alienation and communication gap.
  2. Individual aims and organizational goals should not be congruent. Individuals should ensure that their selfish interests do not conflict with organizational goals. Otherswise, personal interests should be re-align with organizational interests.
  3. There should be effective interpersonal relationships, as well as effective management employee relationships. This should be underscovered by democratic management style. This will ensure that employees‟ problems are well addressed and opportunities are always offered to them to achieve their goals.
  4. There should always be adequate reward system or compensation plan for employees. These include adequate pay packages, prompt promotion and advancement and effective welfare and social security programmes.
  5. There should always be regular training and development programmes which will not only improve the skills and intelligence of employees but should also make them well- disposed to their work. This will in assignments competently as tasky assignments are an important source of conflict and stress in the work environment.

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