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| Assessment Of The Effect Of Workplace Conflict On Employees Performance And Organizational Productivity. A Case Study Of Kazo General Hospital
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Okwayagara Lydia, Zikusooka Enock, Okee Jill Margaret
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Abstract:
This research project aimed to thoroughly evaluate the effects that workplace conflicts had on employee performance and overall organizational productivity at Kazo General Hospital located in Kazo County, Kiruhura District, Uganda through a mixed methods approach involving quantitative and qualitative data collection and analysis techniques. A cross-sectional research design was employed whereby questionnaires were distributed to all clinical and support staff employed at the hospital to gather information regarding their perceptions of the prevalence and nature of conflicts experienced at the workplace along with ratings of how conflict impacted upon various work-related factors including job satisfaction, stress levels, staff retention and fulfillment of duties over the preceding one-year period. Semi-structured interviews were also conducted with hospital administrators and departmental heads to gain deeper insights into their observations of conflict trends, root causes and management practices. Focus group discussions involving convenience samples of staff provided an additional forum to discuss conflict experiences and recommendations for interventions. From the findings, 28 (70%) strongly agreed Halo and horns' effect refers to the manager's assumption that an employee is competent or non-competent in terms of performance of assigned tasks in an organization, 8 (20%) agreed while 2 (5%) disagreed to the assertion. This implies that Intra-group conflict reduces on the productivity of the organization since group members are not cooperating 20 (50%) of the sample strongly agreed that intra-group conflict interferes with group processes and creates so much interpersonal hostility, 16 (40%) agreed to the assertion and 4 (10%) disagreed to the assertion. The analyses of quantitative survey responses indicated that significant proportions of employees frequently encountered interpersonal conflicts with colleagues that compromised their personal wellbeing and ability to optimally perform roles and responsibilities. Qualitative findings revealed a myriad of systemic, leadership and interpersonal relationship issues as drivers of conflict alongside inconsistent strategies for conflict prevention and resolution. Corresponding declines were discerned in measures of staff enthusiasm, clinical governance, innovation and productivity metrics during times when conflicts were more pronounced.
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