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

Abstract

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