A Qualitative Analysis Of Conflict Management Style And Employees’ Performance Of Organizations In Northern Region Of Ghana

Abstract

The outcome of industrialisation and globalisation has lead organizations to be confronted with structural, staffing role, and resource allocation. This has resulted into various form of conflict and lead to significant changes in ways organization manage conflicts. In Ghana, one of the giant member states in West Africa is fast becoming industrialized and having challenges associated with the resulting complexity in both public and private sectors of the economy. The study thematically examined conflict management style and employee performance in selected organizations of northern region of Ghana. The study adopted phenomenology approach to understand the essence and underlying structure of conflict management styles through qualitative explorations of fifteen staff across the assemblies in the region. It is also established that the avoidance style mostly leads to avoidant decisions in organizations and also the avoidance style leads to avoidance of radical innovation which also bad for organizations and therefore the avoidance style is not not good for decision making and innovation in organizations. The study therefore recommended that employee should, imbibe the spirit of sacrifice and selflessness as a means of ensuring that conflicts are nipped at the bud before escalating.