Globalization and Performance of Small and Medium Scale Enterprises in Nigeria

Ajike, Emmanuel. O; Akinlabi, Babatunde. H; Amos, Benita N; Makinde, Olubisi Grace

doi:10.26772/cjsms/2018040103

Cited by 2 publications

(5 citation statements)

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“…This early study equally noted conflict as a two-apron material, on one hand it is has a negative impact on an organisation and on the other hand it has positive impact on organisational performance. Similarly, Ajike (2015) discovered from his study that there is a significant positive relationship between conflict management and organisational performance. This reinforces the positive impact of conflict if it is managed properly.…”

Section: Empirical Reviewmentioning

confidence: 94%

“…Similarly, Ajike (2015) discovered from his study that there is a significant positive relationship between conflict management and organisational performance. This reinforces the positive impact of conflict if it is managed properly.…”

Section: Modelmentioning

confidence: 94%

“…There are number of styles of conflicts management within organisations but Kamran et al, (2016) reported the dominating styles which include domination, obligatory, compromise and integration. Ajike and Akinlabi, (2015) argued that there are five conflicts prevention methods which include win/lose method, accommodating, lose/win method, avoidance lose/lose. Each of the methods contributes to conflict resolutions that bring solutions to existing conflicts in organisations.…”

Section: Conflict Management Strategiesmentioning

confidence: 99%

“…the variable (thirty-party) is making a significant unique contribution to the prediction of the dependent variable (staff performance). Ajike (2015) discovered from his study that there is a significant positive relationship between conflict management and organisational performance. This reinforces the positive impact of conflict if it is managed properly.…”

Section: Summary Of Key Findingsmentioning

confidence: 99%

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Workplace Conflict Management on Staff Performance in Ghana’s Tertiary Institutions: A Study of Bolgatanga Polytechnic, Ghana

Anon¹,

Anon²,

Anon³

2019

theijhss

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IntroductionConflict has been detected to be in all human organizations including institutions of higher learning. It could be referred to as all forms of opposition, disagreement or friction between two or more parties and it manifests in the forms of arguments, protests, demonstration, aggression and other destructive behaviours (Uchendu, et al., 2013). According to Putnam & Krone (2006), conflict occurs due to complex nature of the organization. If conflict can be handled properly, it has a positive impact on employee satisfaction (Dana, 2000). Awan et al. (2015), had mentioned it a tool to improve utilization of resources, which ultimately increase organizational performance. A number of research discoveries indicated that various forms of conflict also arise at varying degrees and proportions in institutions of higher learning. Amuseghan (2007) for illustration, bring into being that the level of incidence of studentauthority conflicts in the United Kingdom (UK) and Canadian universities was high while Awosusi (2005) testified that the level of occurrence of staff-authority conflicts in Nigerian tertiary institutions was also high.Conflict can therefore be described as a fact of life. It can be said to be a reality in any social system. In the Ghanaian University and Polytechnic systems, there had been chains of conflicts which had led to gradual but steady disruption of academic activities. The Kwame Nkrumah University of Science and Technology (KNUST) was closed down in the last quarter of the year 2018 resulting from conflicts that affected the semester work (Oswald, 2018). The Rector of Bolgatanga polytechnic was chased out of the Polytechnic's premises following an unresolved conflict between the workers and the Rector (Oswald, 2018). In related instances, universities academic calendars across the globe experienced adjustments due to staff demands. The aftermath of conflicts seemed to have a major impact on staff effectiveness that further influence the commitment of workers in their duties leading to the state of productivity. Albert (2005) reported

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Section: Empirical Reviewmentioning

confidence: 94%

Section: Modelmentioning

confidence: 94%

Section: Conflict Management Strategiesmentioning

confidence: 99%

Section: Summary Of Key Findingsmentioning

confidence: 99%

See 2 more Smart Citations

Workplace Conflict Management on Staff Performance in Ghana’s Tertiary Institutions: A Study of Bolgatanga Polytechnic, Ghana

Anon¹,

Anon²,

Anon³

2019

theijhss

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“…Clashes of an interpersonal nature were uncovered as the foremost common clashes happening among libraries in Nigeria, and as a strife evasion strategy, the settlement technique was positioned best. Ajike et al (2015) Accommodation Strategies…”

Section: Obliging Methodology and Organizational Executionmentioning

confidence: 99%

Optimising organisational performance through dynamic conflict resolution strategies in the banking sector

Obi Ijeh,

Kifordu

2023

JGEB

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This study investigated the effect of conflict resolution and organizational performance in the Nigerian Banking Sector, in Asaba Delta State. This study identified how conflict resolution strategies are implored to improve organizational performance. The adopted measures included such measures as; Accommodating Strategy (AS) and Dominating Strategy (DS) on how they influence organizational performance which seeks to be the dependent variable. The primary data used in this study were collected with the aid of structured questions from respondents (customers of banks). A total of 65 questionnaires were administered to respondents and also retrieved. These data were coded using an Excel spreadsheet and entered in Statistical Package for Social Science (SPSS) for analysis using descriptive statistics, correlation, and multiple regression with the aid of SPSS version 23. The findings revealed that Accommodating Strategy (AC) and Dominating Strategy (DS) have a significant relationship with Organizational Performance (OP). This study therefore concluded that there is a significant Accommodating Strategy (AS) in particular has a good and significant impact on organizational performance (OP). As a result, Nigerian banks should keep and grow accommodating strategy channels since it has improved staff performance, which would help the banks function better. Hence, the researcher recommended that Management should try to offer seminars/workshops on organizational dispute resolution methods for workers regularly. Employees will be able to learn about conflicts and how to successfully handle them for the benefit of the business.

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Globalization and Performance of Small and Medium Scale Enterprises in Nigeria

Cited by 2 publications

References 0 publications

Workplace Conflict Management on Staff Performance in Ghana’s Tertiary Institutions: A Study of Bolgatanga Polytechnic, Ghana

Workplace Conflict Management on Staff Performance in Ghana’s Tertiary Institutions: A Study of Bolgatanga Polytechnic, Ghana

Optimising organisational performance through dynamic conflict resolution strategies in the banking sector

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