AN ASSESSMENT OF CONFLICT HANDLING AND RESOLUTION AMONG UNIVERSITY STAFF IN NIGERIA: A CASE STUDY OF FEDERAL UNIVERSITY OYE- EKITI, EKITI STATE

CHAPTER ONE INTRODUCTION 1.1 Development of the Research Study This study explores the topic of conflict management and resolution among university staff in Nigeria, with a particular focus on the Federal University, Wukari, located in Taraba State. To effectively undertake the study, four research objectives, four corresponding research questions, and a set of hypotheses will be developed to provide direction. Within the literature review section, key discussions will center around the concept of conflict, the underlying causes of conflict, and the various strategies for managing conflict. The research will adopt the Maturity-Immaturity Theory, the Socio-Cognitive Conflict Theory, as well as the Conflict Process Theory as its theoretical framework. Moreover, a quantitative research design has been selected for the study. For data analysis, the study will utilize statistical tools such as the mean and standard deviation, while the hypotheses will be tested using the chi-square method. At the end of the study, conclusions will be drawn, and recommendations will be offered regarding practical approaches to managing conflicts among university staff. 1.2 Background of the Study Conflict management involves addressing and resolving disputes in a way that reduces negative effects while promoting beneficial outcomes. This critical managerial skill requires various approaches depending on the specific situation and often includes negotiation and innovative problem-solving (Nwankwoala, 2016). When conflicts are handled appropriately, an organization can minimize interpersonal issues, boost satisfaction among its stakeholders, and achieve improved performance outcomes. It is important to note that conflict in the workplace does not always indicate wrongdoing by employees. In some instances, conflict may arise when employees challenge existing norms or advocate for changes that they believe would benefit the organization, suggesting a high level of staff engagement. According to scholars like Shanka and Thuo (2017) and Aja (2015), conflict can be defined as a struggle or confrontation between two or more opposing forces that arises from differing goals or viewpoints. A university environment comprises individuals with diverse interests, needs, values, personalities, and expectations—including students, academic and non-academic staff, administrators, unions, and other stakeholders. These individual differences often lead to friction, which may disrupt operations, reduce effectiveness and efficiency, or even jeopardize the institution's continuity. The core roles of universities include teaching, conducting research, disseminating knowledge, serving the community, and acting as a repository of information (Chiekezie, Dibua, & Chima, 2016). Executing these responsibilities often leads to tensions within and between different groups in the university. Non-academic staff may feel neglected or undervalued in comparison to their academic counterparts. Additionally, the administration frequently encounters resistance from staff and students in the course of executing functions such as admissions, recruitment, examinations, and staff/student welfare. Academic staff also experience role conflict due to the dual responsibilities of teaching and research, which demand substantial time, energy, and commitment. As a result, effective conflict management becomes essential for fostering a safe and supportive learning environment. Kalagbor (2017) emphasized that conflict typically emerges from conflicting perceptions or interests. Consequently, this study aims to examine conflict management and resolution practices among university staff, focusing on Federal University, Wukari, in Taraba State. 1.3 Statement of the Problem Conflicts among staff members in Nigerian universities pose a considerable challenge to institutional cohesion, staff productivity, and overall performance. Conflicts—characterized by disagreements stemming from incompatible objectives, principles, or interests—can have far-reaching negative impacts when not properly managed (Ejiogu & Nwosu, 2022). In any organizational setting, including higher education institutions, conflict is inevitable. It becomes problematic when institutions lack clear, structured mechanisms to manage conflict in ways that enhance its positive outcomes while reducing its harmful consequences. Poor conflict management in tertiary institutions frequently results in reduced academic efficiency, strained staff relations, and even periodic school closures. Against this backdrop, the study investigates conflict management and resolution among university staff in Nigeria, using Federal University, Oye-Ekiti, Ekiti as a case study. 1.4 Research Questions The study is guided by the following research questions: i. What are the primary causes of conflict among university staff in Nigerian universities? ii. How does conflict affect staff performance in Nigerian universities? iii. What role does university management play in resolving staff-related conflicts in Nigerian universities? iv. What conflict management strategies are employed in addressing staff conflicts in Nigerian universities? 1.5 Objectives of the Study The general objective of this research is to evaluate conflict management and resolution practices among university staff in Nigeria, with Federal University, Oye-Ekiti, Ekiti as the case study. The specific objectives are to: i. Identify the underlying causes of conflict among university staff in Nigerian universities. ii. Assess the impact of conflict on the job performance of university staff. iii. Examine the role of university administration in managing staff-related conflicts. iv. Analyze the conflict management strategies currently used to address staff conflicts in Nigerian universities. 1.6 Statement of Hypotheses The study will test the following hypotheses: H₀: Conflict management strategies are not effective in resolving staff conflicts in Nigerian universities. H₁: Conflict management strategies are effective in resolving staff conflicts in Nigerian universities. 1.7 Scope of the Study The focus of this study is conflict management and resolution among staff members in Nigerian universities, using Federal University, Oye-Ekiti, Ekiti as a case example. Empirically, the study will explore the causes of conflict among university staff, the effects of such conflicts on staff performance, the role of university leadership in resolving these conflicts, and the strategies used in the conflict resolution process. Geographically, the research is limited to Federal University, Wukari, in Taraba State. 1.8 Significance of the Study The findings of this study will be of significant value to university administrators, providing insight into the challenges faced when managing staff-related conflicts and offering practical strategies for improving workplace harmony. Additionally, the results can support evidence-based policymaking and strategic initiatives aimed at reducing conflicts and enhancing institutional effectiveness in Nigerian universities. By revealing the root causes, impacts, and viable management strategies for conflicts, this study will help university leaders craft interventions that strengthen organizational unity. Furthermore, the research will contribute to academic literature by enriching existing knowledge on conflict management in the higher education sector. 1.9 Operational Definition of Terms Conflict: A situation involving disagreement or discord between individuals or groups within a university due to differing values, objectives, or interests. University Staff: Employees working in various roles within Nigerian universities, including academic (lecturers, professors) and administrative (clerical, technical, managerial) personnel. Conflict Management: A structured approach to minimizing the negative impacts of conflicts while promoting beneficial outcomes through methods like dialogue, negotiation, mediation, and arbitration. Conflict Resolution: The process of finding a mutually agreeable solution that addresses and eliminates the sources of disagreement between parties in conflict. Mediation: A conflict resolution approach involving a neutral party who facilitates discussions between disputing parties with the goal of reaching a voluntary agreement. Arbitration: A formal conflict resolution mechanism where an independent arbitrator or panel delivers a binding decision after evaluating evidence from both parties. Grievance Mechanisms: Institutional systems and procedures through which university staff can formally raise and resolve complaints or disputes.