Effect of Conflict on Employees Performance: Evidence from Coca Cola Company Limited, Kumasi Branch.
Keywords:
conflict, organizational performance, logit estimation, Pearson correlation, marginal effect.Abstract
Though there are a colossal number of studies on the effect of organizational conflict on the performance of employees in many parts of the world, little is known of this area of research in the Ghanaian setting. This study aims at exploring the effect of the three types of organizational conflict, namely the relationship, task and process conflict, on the output of employees in Ghana using Coca Cola Company Ghana Ltd as a case study. The study employed two estimation procedures; the Pearson correlation and the logit estimation method. The marginal effect extracted from the logit estimation exhibited that of the three types of conflict - only relationship conflict has a significant effect on the performance of employees. It confirmed the assertion by the existing body of literature that relationship conflict has a negative effect on output of workers. The Pearson correlation also revealed that whilst relationship conflict adversely affects performance, both task and process conflicts have a positive influence on output of workers. The association between process conflict and performance was however unanticipated. Lastly, the Pearson correlation method brought to view that there is a very weak linkage between all the three types of organizational conflict and the performance of workers in Coca Cola Company Limited.
References
[2] H. Ongari.“Organizational Conflict and its Effect on Organizational Performance”. Research Journal of Business Management, vol. 2, No. 1, pp. 16-24, 2009.
[3] J. R. Hackman and C. G. Morris.“Group Task, Group Interaction Process, And Group Performance Effectiveness: A Review And Proposed Integration, in Berkowitz, L. (Eds)”. Advances in Experimental Social Psychology, vol. 8, pp. 45-99, 1975.
[4] A. C. Amason.“Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategic Decision Making: Resolving a Paradox for Top Management Teams”. Academy of management Journal,39, pp. 123-48, 1996.
[5] J. T. Knippen and T. B. Green. “Handling conflicts”. Journal of Workplace Learning, vol. 11, No. 1, pp. 27-32, 1999.
[6] J. Schramm-Nielsen. “Conflict Management in Scandinavia”. Discussion Paper Series 10-03, Department of International Communication and Management, Copenhagen Business School, Denmark, 2002.
[7] Oxford Advanced Learner's Dictionary, the world's best-selling learner's Dictionary, 6th edition, Published by Oxford University Press, Pp. 290, 2001.
[8] Chamber 21stCentury Dictionary, The Living Language, Published by Larouse PLC. Pp. 288, 1996.
[9] K.A. Jehn. “Qualitativeanalysis of conflict types and dimensions in organizational groups”. Administrative Science Quarterly, vol. 42, pp. 530-57, 1997.
[10] R. Pinkley. “Dimensions of the conflict frame: Disputant interpretations of conflict”. Journal of AppliedPsychology, vol. 75, pp. 117-28, 1990.
[11] A. Amason and H. Sapienza. “The effects of top management team size and interaction norms on cognitive and affective conflict”. Journal of Management,vol. 23, pp. 496-516, 1997.
[12] K. Jehn, G. Northcraft and M. Neaie.“Why differences make a difference: A field study of diversity, conflict and performance in workgroups”. AdministrativeScience Quarterly,vol. 44, pp. 741-63, 1999.
[13] G. R. Jones and J. M. George. Contemporary Management. New York: McGraw Hill Inc., 2003.
[14] K. Jehn and E. A. Mannix.“The dynamic nature of conflict: a longitudinal Study of intra-group conflict and Group performance”. Academy of Management Journal, vol. 44, No. 2, pp. 238-51, 2001.
[15] H. Afzal, M. A. Khan. and I. Ali.“Linkage between Employee’s Performance and Relationship Conflict in Banking Scenario”. International Journal of Business and Management. vol. 4, No. 7 pp. 19-25, 2009.
[16] O. M. Hotepo, A. S. S. Asokere, I. AAbdul-Azzez and S. S. A. Ajemunigbohun.“Empirical Study of the Effect of Conflict on Organizational Performance in Nigeria”. Business and Economics Journal, Volume 2010: BEJ-15 pp. 1-9, 2010.
[17] M. G. J. Van Son. “The effect of perceived personality diversity and intragroup conflict on team performance”. MSc dissertation submitted to the School of Industrial Engineering. TUE, 2010.
[18] M. Tavakol and R. Dennick. “Making sense of Cronbach’s alpha”. International Journal of Medical Education, vol. 2, pp. 53-55, 2011.
[19] M. A. Khan, H. Afzal and K. ur-Rehman.“Impact of Task Conflict on Employee’s Performance of Financial Institutions”. European Journal of Scientific Research,vol.27, No.4, pp. 479-87, 2009.
[20] T. Amemiya. Advanced Econometrics. Massachusetts:Harvard University Press, 1985, pp. 278.
[21] N. Anwar,Q. Maitlo, M. B. Soomro, and G. M. Shaikh.“Task Conflicts and its Relationship with Employee’s Performance”. Interdisciplinary Journal of Contemporary Research In Business, vol 3, No 9, pp. 1338-43, 2012.
[22] K. W. C. De Dreu, and C. K. Weingart.“Task Versus Relationship Conflict, Team Performance, and Team Member Satisfaction: A Meta-Analysis”. Journal of Applied Psychology, vol. 88, No. 4, 741–49, 2003.
Downloads
Published
How to Cite
Issue
Section
License
Authors who submit papers with this journal agree to the following terms.
