CHAPTER ONE

1.0 INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Conflict in a work place is inevitable. People will agree, disagree or treat

another badly for many reasons, racial prejudices, sexual prejudices, religious

prejudice or simple not likely someone can and will cause conflict thus, every

workplace sees these with disputed. Conflict arising between employees and

supervisor, supervisors and management, employee and the public, co-workers,

secretaries and their bosses, union representatives and industrial relation department

etc. all these dispute are a regular and on – going part of virtually very work

environment of which Nigeria is not an exemption.

Interpersonal conflict truly is everywhere. Interpersonal conflict according to

Hartwick and Barki (2002:4) is a dynamic process that occurs between individuals

and / or groups who are in interdependent relationship and is more likely to occur

when a variety of back ground situational (eg. Zero – sum reward structures, scares

resources etc) and personal (e.g. Previous history of conflict, interpersonal diversity

etc) conditions list.

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 While conflict has been defined in many different ways, three general

properties are thought to underline descriptions of what conflict is: disagreement,

interference and negative motion. Similarly, Blake (2001: 2) noted that a conflict

emerges when ever two or more persons (or groups) seek to posses the same object

occupy the same exclusive position play in compatible means for achieving their

purposes.

Ramachander (2005:1) observed that conflict between two or more individuals

is almost certain to occur in organisation. Differences in perceptions, goals, attitude

and values set the stages for interpersonal conflict. Personality clashes and

competitiveness are other sources of interpersonal conflict.

Conflict can be superficial or strong, it can be short lived or exist for long

period of time. Although conflict can be major problem, certain kind of conflict can

be of beneficial.

Furthermore, Ramachander (2005:2) noted that when conflict is handled in a

cordial and constructive manner, it serves a useful purpose. He pointed out that we all

have expectations of ourselves and others and how we should relate. Most of our

expectations are based on the realities of our humanness, but on wishful thinking and

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idealizing whenever there is a disagreement, it is helpful to examine expectation and

ask ourselves where they come from, are they based on our needs or those of the

other person. Disagreements between people are an inherent and normal part of life,

stemming from differences in perceptions, lifestyles, value, facts, motivation or

protective. However, disagreement also be threatening because they cause deep

feelings of anger, jealousy, fear, grief, frustration of disappointment. Differing goals,

expectations or methods can turn disagreement into conflict, which like a snowball

nothing down hill can be damaging to both parties. Conflict can be healthy and

beneficial when it faces clarification of policy and procedures.

Meanwhile, Ramachander (2005:2) stated that if conflict is disrupting the

workplace, creating too much lost life and tension or otherwise harming the

organisation, there is need to resolve it some ways of resolving conflict include

avoidance, smoothing or minimizing the conflict by telling all involved that things

will improve compromising by sticking a milled – ranged position between two

extremes by bringing the parties together to deal with the issue.

Blushan (2005:6) noted that two types of negotiation, competitive bargaining

and collaboration also provide goal models for understanding different ways of

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resolving our conflict. However, the role played by the third parting mediation in

conflict resolution cannot be over emphasized, Cloke (2006:2) stated that the most

effective method of compromise is mediation in which an outside neutral party assist

the parties in discussing their problem, communicating with one another and

negotiating for a mutually agreeable voluntary solution. Mediation encourage each

parties to listen and understand the others position. It promote real communication,

minimizes personality conflicts structures, interpersonal conflicts structure, reduce

stress and encourage mural compromise. It allows feeling to surface validates

concerns, promotes individuals responsibility and encourage co-operation and

friendship. Above all, mediation can help to resolve almost any kind of conflict

including the interpersonal problems, which occur in every workplace, the personal

dislikes, and jealousies. The personality conflict and problems in communication the

perceived hostilities of others and conflicting interest on job performance and goals.

This conflict mismanagement productivity in addition to resolving conflict through

mediation, other means for conflict resolution include negotiation, conciliation and

arbitration. In Central Bank of Nigeria, FIRST BANK OF NIGERIA OWERRI joint

consultative council is a body make up of employee representatives empowered to

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discuss with management of issues affecting employees welfare as well as dealing

with issues on staff relations. Again this body resolves in interpersonal conflicts

between employees and handles interpersonal conflict between union and

management. However, for the purpose of the study, having chosen FIRST BANK

OF NIGERIA OWERRI Owerri Branch as a case study, the researcher will want to

know the role the resolution body has been playing in resolution interpersonal

conflict in the organisation. Therefore, the study will try to determine the extent to

which the resolution of interpersonal conflict in the organisation has helped in

achieving organisational effectiveness.

1.2 STATEMENT OF THE PROBLEM

There are problems associated with interpersonal conflict in an organization;

such problems necessitate the need for proper handling of interpersonal conflict in an

organisation. Such handling is of great importance because of the negative

consequences of interpersonal conflict on the employee and the organisation at large.

In it negative form:

1. Conflict can decrease productivity

2. Conflict reduces employees moral

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 3. It prevent cooperation in an organisation

4. Conflict aggravate minor differences

5. It encourages irresponsible behaviour

6. It generate suspicions and mistrust

7. Conflict obstruct communication

8. Conflict increases tension and stress

9. It obscures goals and loss of valuable human resources.

However, in modern time, conflict seems to be generally acceptable as irritable in

any organisation consequently, the functional approach happens to e gaining ground

in the management of conflict in most organisations. In central bank of Nigeria, their

has being clashes of interest amongst employees, which has been hindering effective

functioning of the organisation.

Therefore, in this study, the researcher will try to investigate the remote and

immediate cause of the interpersonal conflict and try to find out the extent to which

these conflicts have hindered organisational performance.

1.3 OBJECTIVES OF THE STUDY

The objectives of the study include the following:

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 a. To find out if interpersonal conflict exist in FIRST BANK OF NIGERIA

OWERRI

b. To identify the factors that are responsible for interpersonal conflict in

FIRST BANK OF NIGERIA OWERRI .

c. To examine if interpersonal conflict situation in the organisation affect

employees performance.

d. To determine whether organisational ineffective handling of interpersonal

conflict hampers effectiveness.

e. To find out how interpersonal conflict in the organisation is resolved.

1.4 RESEARCH QUESTION

1. Does interpersonal conflict exist in FIRST BANK OF NIGERIA

OWERRI ?

2. What are the factors responsible for interpersonal conflict in FIRST

BANK OF NIGERIA OWERRI ?

3. Do conflict situation in the office affect performance?

4. Is organisational effectiveness hampered by ineffective handling of

interpersonal conflict?

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 5. How are interpersonal conflicts in the organization resolved by First

Bank Of Nigeria Owerri ?

1.6 SIGNIFICANCE OF THE STUDY

Based on the above stated problems and objectives of the study, its

significance can hardly be overemphasized. This study will be of benefit both the

union and management of Central Bank of Nigeria Because it will enable them to

evaluate whether their resolution body handle interpersonal conflict in the

organisation in a proper way.

Again, managers, supervisors and directors in other organisational setting will

find this work useful, as it will enable them to have a better understanding of the

importance of handling interpersonal conflict.

Similarly, students and researchers who wish to embark on similar study will

find the work useful because they will get some useful facts from the study.

1.7 SCOPE OF THE STUDY

This research work focuses on interpersonal conflict resolution in organisation

using a case of Central Bank of Nigeria Owerri, Branch.

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 Therefore, the researcher intends to delimit this study to Central Bank of

Nigeria, Owerri Branch.

1.8 LIMITATION OF THE STUDY

The purpose of this research is to present a detailed study on interpersonal

conflict resolution in Central Bank of Nigeria but on the process of carrying out the

research, the researcher encountered a lot of problems which may affect the quality of

their research work. The constraints that have affected the quality of this research

work are: time and finance etc.

1. TIME: in carrying this work, the researcher was trying to meet up with the

demand of his job and other personal engagements.

1. FINANCE: another constraint is that of finance, if not

for the financial involvement, the researcher would have liked to extend his research

to various branches of FIRST BANK OF NIGERIA OWERRI for a detailed study.

1.9 DEFINITION OF TERMS

INTERPERSONAL: Being related to or concerning relation between persons.

CONFLICT: Disagreement, argument, quarrel.

RESOLUTION: Resolving, solution (of doubt, question)

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ORGANISATION: A structure with a common goal

EMPLOYEE: An individual employed to work in an organisation under the

supervision of an employer

EMPLOYER: people who employs or give work to others for salary or wages.

UNION: a body made up of member with common interest to achieve a given

purpose.

MANAGEMENT: All those concerned in managing an organisation.

PERFORMANCE: Notable action or achievement.

MOTIVATION: Influencing employee’s performance.

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 CHAPTER TWO

2.0 REVIEW OF RELATED LITERATURE

In this chapter, an attempt will be made by the researcher in reviewing various

works relating to the topic under study. This work will start by looking at the concept

of conflict, examining the causes of interpersonal conflict, noting the impact of

interpersonal conflict and identifying ways of resolving interpersonal conflict in an

organisation.

2.1 THE CONCEPT OF CONFLICT

Conflict is a frequent occurrence in an organization affecting a host of

individual and organizational processes and outcomes. While past research on

conflict is luminous, a clear generally accepted definition of interpersonal conflict is

still lacking. Meanwhile, Harkwick and Barki (2002:4) noted that many empirical

studies fail to provide any definition of conflict other skirt the issue and define

conflict either in terms when, where or how it occur or in terms o what impact it has.

In doing so, they define conflict indirectly by describing its antecedents or

consequences, not by specifying exactly what is. Even studies that provide a direct

definition do not always agree about conflict defining element. Some of them equate

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conflict with disagreement or differences of opinion. Some see it as antagonistic or

hostile behaviour. Other view it as a mixture of negative emption like anxiety,

jealousy, frustration, and anger and still other treat conflict as some combination of

the above

However, interpersonal conflict according to Hardwick and Barki (2002:4) is a

dynamic process that occurs between individual and or groups who are in

interdependent relationship, and is more likely to occur when a variety of background

situational (e.g. zero – sum reward structures, scares resources etc) and personal (e.g.

previous history of conflict, interpersonal diversity etc) condition exist (eg Link

1995: Pondy (1967: 22), Thomas (1992:2), while conflict has been defined in many

different ways, three general themes of properties are though to underline

descriptions of what conflict is – disagreement, interference and negative emotion

( Barki and Hartwick (2001:4), Pondy < 1967: 22 Putnam and Poole, (1987:12),

Thomas, (1992:2) Wall and Calister (1995:6).

Hartwick and Barki (2002:4) explained that these three themes can be viewed

as reflecting cognitive, behavioural and effective manifestations of interpersonal

conflict. First, though a number of different cognition can be associated with

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interpersonal conflict, disagreement is the most commonly discussed and assessed

cognition in the literature. Disagreements exist when parties think that a divergence

of values, needs, interest, opinion, goals or objectives exists. A member of different

behaviour such as debate argumentation, competition, political manoeuvring, back –

stabbing, aggression, hostilities and distribution have been associated with

interpersonal conflict. While such behaviours may be typical of conflict, they do not

always imply the existence of conflict. It is only when behaviour of one party

interfere with or oppose another party’s attainment of its own interest objective or

goal that conflict is said to exist. Finally, while a number of effective states have seen

associated with conflict, ever whelming, it has been negative emotion such as fear,

jealousy, anger anxiety and frustration that have been used to characters interpersonal

conflict.

Furthermore, while these themes or properties are generally recognized as

being important element of interpersonal conflict. Definitions of conflict have been

used or combined there is different ways. The Venn diagram of figure 2.1, depicting

the overlapping variant of disagreement, interference and negative emotion is useful

for describing an organisation the different perspectives found in the literature. One

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group of definition quotes conflict with a single property of theme. That definition of

interpersonal conflict is solely as disagreement (shown in figure 2.1 by disagreement

circle) or solely as interference (shown in figure 2.1) by the interference circle) or

solely as negative emotion (shown in figure 2.1 by the negative emotion circle) for

example Dahrandrof of (1958:135) equated conflict with the presents of disagreement

al relation between sets of individuals that involved an incompatible differences of

objectives are in these since relations of social conflict. “Similarly, John and Mannix

(2001:238) define conflict as an awareness on the part of the parties involved of

discrepancies, incompatible wishes or irreconcilable desire wall and Calister

(1995:517) provided another example of this perspectives, one that equates conflict

with perceived interference and defined it as a process in which one party perceives

that interest are being opposed or negatively affected by another party.

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 Fig 2.1: Venn diagram for components of conflict.

D” “ “I”

Disagreement Interference

“NE”

Negative emotion

D = Disagreement

I = Interference

NE = Negative emotion

Source: “Hartwick Jon and Barki, Henri (2002:4)

“Conceptualising the consulates of interpersonal conflict”. A seminal report

presented at faculty of management, Mc Gill University, Canada.

Hartwick and Barki (2002:7) further explained that second group of

perspectives conceptualise conflict using more than one conflict there of property.

One variant of this multiple there group suggest a bread, conclusive definition f

interpersonal conflict, defining it as the presence of either disagreement, interference

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or and negative emotion (represent in figure 2.1 about as the union of the

disagreement interference of negative emotion circles). In other words, the presence

of any one of the three properties is demand sufficient for example; Fink (1968: 456)

defined conflict as “any social situation or process in which two or mores social

entities are linked by at least one form of antagonistic psychological relation or at

least on form of antagonistic interaction”.

However, Fink’s definition included “a number of different kinds of

psychological antagonisms (e.g. incompatible goals, mutually exclusively interest,

emotional hostility, factual or value dispenses, traditional enmities etc) and a number

of different kinds of antagonistic interaction ranging from the most direct violent and

unregulated struggle to the most sub-indirect and highly regulated forms of mutual

interference name of which is necessary present in all instances of conflict”.

Again, a second variant of this group also conceptualises conflict using

multiple threes of properties, but defines it more narrowly than the first, as the joint

presence of two or more theme. Mack and Sayden (1957:212) argued for a definition

of conceit that reflects the joint presence of disagreement (mutually exclusive and or

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mutually incompatible and counteractions as well as behaviours that injure or attempt

to control other parties).

Similarly, Hocker and Wilmot (1985:23) defined conflict as “an expressed

struggle between at least two interdependent parties who perceive incompatible

goals, scarce reward and interference from the other party in achieving their goals”.

In the same vein Pondy (1967:319) stated that the term conflict “refers neither to its

antecedent’s condition nor to individual awareness of it, nor certain affective state,

nor its overt manifestation nor its residues of feeling, precedent or structure but to all

of these taken together”.

Above all, Harkwick and Barki (2002:8) suggested this definition:

Interpersonal conflict is a dynamic process that occurs between interdependent

parties, they experience negative emotional reactions to perceived disagreement and

interference with attainment of their goals. According to this definition, interpersonal

conflict exit only when all its three components, (i.e. disagreement, interference and

negative emotions) are present in a situation. Cases of pure disagreement, pure

interfere, purse emotion, or cases combining only two of these components are not

considered to be instances of interpersonal conflict.

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2.2 THE CAUSES OF INTERPERSONAL CONFLICT IN

ORGANISATION

Cloke (2006:1) observed that using modern workplace, see those with disputes.

This ranges from conflict between employees and supervisors, supervisor and

management, employees and public, co-workers. Secretaries and their bosses, doctors

and nurses, union representatives and industrial relation department, manufacturing

and shipping people who are creative and people who are practical. Those who are “

long – loose” and those who are “ up tight” those who talk but don’t listen and who

listen but don’t talk etc. all those disputes are a regular and on-going part of virtually

every work environment, however, Cloke (2006:1) stated tat principle causes of

conflict within organisation were identified as misunderstanding (communication

failure) personality clashes, value and gaol differences, substandard performance,

differences over method, responsibility issues lack of cooperation, authority issues,

frustration limitability, competition for limited resources and non – compliance with

rules and polices. In the view Harkwick and Barki (2002:8) organisation life is

replace with instance of pure disagreement, possible examples of pre disagreements

occur when there are opinion difference or concerning goals, task or activities that are

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very relevant or important to an individual when these difference are easily

resolvable, or when they hold the potential of win-win solutions when disagreement

are not accompanied by any interference or negatives emotion (i.e. the case of pure

disagreement) they would not generally be seen or labelled as conflict just because

people disagree does not mean that they are no conflict.

Furthermore, numerous instances of pure interferences also exit in

organization. An example of pure interference would be a situation where the

behaviour or actions of one individual unintentionally prevent from attaining his or

her goals, perhaps by sheer accident. Such voluntary accidental act of inference

would not generally be labelled as conflict finally, organisation as are relate with

instance of pure negative emotion. Often individuals dislike or hate others personal or

physical attribute from their choice of friends and associates or from there past

behaviours. According to Blake (2002:2) conflict can occur between many varying

combination of parties and for a great many different reasons. And they also take

various forms. Personal quarrels, through family, clan and community disagreement

between individuals and larger groups, disputes between political parties or workers

and management, religious and ideological conflict various forms of international

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disputes. He further rolled that conflict “ may arise from differences in information or

belief may reflect differences in interest, desires or values may occur as a result of a

scarcity of space, position (which includes success, pride, authority, status,

recognition etc) or many reflect a rivalry in which one person tries to out do or undo

the others”.

Writing on the conditions crating conflict situations in organisation, krchoff

and Adams (1982:17) noted that there are four-district conflict condition i.e. high

shear environment ambiguous roles and responsibilities, multiple boss situations, and

prevalence of advanced technology.

Fillery (1975:9) identified more main conditions, which could initiate conflict

situation in an organisation.

These are:

1. AMBIGUOUS: jurisdiction, which occurs when two individuals have

responsibilities which are interdependent but whose work boundaries and role

definition are not clearly specified

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2. ORAL INCOMPATIBILITY AND CONFLICT OF

INTEREST: This refers to accomplishment of diffe4rnt but mutually conflicting

goals by two individuals working together in an organisation. Obstructions in

accomplishing goals and lack of clarity on how to do a job may initiate conflict. A

barrier to goal accomplishment by individual or group is been as preventing another

party achieving their goal.

3. Communication barriers as difficulties in communication

can cause misunderstanding which can then create then create conflict situation.

4. Dependence on one party by anther group or

Individual.

5. Differentiation in organisation where within an

organisation sub units are made responsible for different specialised task. This creates

separation and introduces differentiation conflict situations could arise when actions

of sub-u8nits are not properly coordinated and integrated.

6. Association of the parties and specialization. When

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individual specialised in different areas work in a group, they may disagree amongst

themselves because they have different goals, views and methodologies owing to

their various background, training and experience.

7. Behaviour regulation. Organisation to have firm

regulations individual behaviour to ensure protection and safety, individual may

perceive these regulations differently, which can cause conflict and negatively affect

output.

8. Unresolved prior conflicts which remain unsettled over

time creates anxiety and stress, which can further intensify existing conflicts.

Fillery (1975:9) condoled that manager’s most important function is to avoid

potential harmful result of conflict by regulating and directing into areas beneficial

for the organisation.

2.3 THE IMPACT OF INTERPERSONAL CONFLICT IN

ORGANISATION

Writing on conflict role, Cloke (2006:1) stated that while conflict is conspired

counter productive, it may also be positive and beneficial in the sense that it can

clarify goals, relieve tension, open communication and resolve problems. In its

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negative forms, Conflict can direct energy from real tasks decrease productivity,

reduces morals prevent cooperation, aggravate minor differences, polarize point of

view, encourage irresponsible behaviour, generate suspicious and instruct

communication, increase attention and shear, obscure goals and result in loss of

valuable human resources.

In the work of Ramachander (2005:2) disagreement may also be threatening

because they arouse deep feelings of anger, frustration, disappointment, differing

gaols expectations or methods can turn disagreement into conflict which like a

snowbell rolling downhill, can be damaging to both parties conflict can be healthy

and beneficial when it forces clarification of policy or procedure conflict identifies

issues. Creates or provide a medium to move toward resolution. Identify conflict ins

not part of the problem but provide a route to possible solutions the positive effect of

conflict as identified by Fillery (1975:10) include the following:

 Diffusion of more serious conflicts: games can be used

to moderate the attitudes of people by providing a competitive situation which can

liberate tension in the conflicting parties, as well as having some entertainment value.

In an organization where members participates in decision making disputes are

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usually minor and not acute as they observes of members moderates, belligerent and

assertive behaviour into minor disagreement, which minimizes the likelihood of

major fights.

 Stimulation of a search for one factor resolution: When

two parties are in conflict each party is likely to improve position is evaluate

negatively and group allegiance is strongly reinforced leading to increased group

effort and cohesion.

 Assessment of power or ability: In a conflict situation,

the relative ability or power of the parties can be identified and measured.

On the other hand, Fillery (1975:16) noted that the destruction effect of

conflict includes:

a. Impeachment to smooth work

b. Diminishing output

c. Obstructions in the decision making process and

d. Formation of competing affiliation which in the organisation.

Brushan (2005:4) outlined the beneficial consequences of conflict in

organisation as follows:

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  Motivate individuals to do better and work harder. One’s talents and abilities

come to the forefront in a conflict situation.

 Satisfying certain psychological needs like dominance, aggression, esteem and

ego and thereby providing an opportunity for the constructive use and release

of aggressive urges.

 Provide creative and innovative ideas for example an outcome of the union

management conflict over the past decades.

 Add variety to one’s organisational life otherwise work life would be “dull”

and “boring”.

 Facilitate an understanding of problem, people and interrelationship between

people, better coordination among individuals and department in addition to

strengthening intra- group relationship etc.

On the other hand Brushan (2005:4) outlined the day dysfunctional

consequences of interpersonal conflict in organisation as follows:

a. Conflict affects individuals and organisational performance. Resolving

conflicts consumes a considerable amount of managerial time and energy, which

could be more productively spent in the absence of conflict.

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b. In conflict situation people may promote their self-interests or personal gains at

the cost of others or the organization for example; union leader may call for a strike

to assert his superiority or to stabilize his leadership.

c. Intense conflict, other a prolonged period affect individuals emotionally and

physically and give rise to psychosomatic disorders.

d. Time spent on conflicts, if costed and could mean considerable amount of

money wasteful.

e. Conflicts may lead to work sabotage, employee morale problems and decline

in the market share of product/ services and consequent loss of productivity.

2.4 RESOLVING INTERPERSONAL CONFLICT IN ORGANISATION

A survey conducted by the American management association revealed that

mangers spend at least 24 percent of their time at work resolving conflict Cloke,

(2006:1) the survey also showed that conflict resolution had become more important

over the last 10 years, and that conflict resolution was either more important or

equally important with planning, communication, motivation and decision making.

Writing on resolving interpersonal conflict Mc Kenna and Meister (2002:2)

noted that some step to resolve conflict including the following:

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- Describe the conflict and the non- productive behaviour are observing: here,

the differences in needs, goals, values or competition of scarce resources re all

potential triggers for conflict in a group leader who tropes to resolve an interpersonal

conflict apply the initiative to bring the disagreement to the surface as soon as it is

apparent and bring people involved to analyse their differing points of view.

- Ask each person to comment on the causes of the disagreement. To resolve

interpersonal differences between people, the group leader must exercise listening

and be able to hear the emotional aspects of what is beings said. Calmly invite each

of them to describe what they think is the reason for their apparent conflict. Don’t try

to solve the problem, simply invite your colleagues to discuss the underlying cause of

their differences.

- Have each person summarizes what the other person said: Now ask each

person to repeat back what the other person said. By having each of them paraphrase

the others main point, you are encouraging them to listen to and acknowledge each

others views. Then ask each person to confirm, clarify or correct the summary that

was repeated if you are not sure bout what one of you people was saying ask for

27
clarification. Maintain a position of neutralizing your role is simply together

information.

- Ask each person in turn to identify points of agreement and disagreement.

With conflicting vies now calmly and clearly expressed, your two colleagues may be

surprised as to how much they actually agree. Ask each to first identify the points of

agreements in their two respective positions. Then do the same for areas of

agreement.

- Invite your colleagues to suggest ways of proceed conflict resolution poses the

most gain and the least pain when the parties are able to apply cooperative rather than

an adverse approaches to working out difference.

In same vein, Thomas and Kilman (1976:44) stated that depending upon the

degree of each intention-involved there can be five types of conflicts handling

behaviours they are:

 Competitions are a win or lose style of handling conflicts.

It is asserting one’s one viewpoint at the potential expense of another.

 Competing or forcing has high concern for personal

28
goals and low concern for relationships. It is appropriate in dealing with conflict,

which have no disagreement. It is also necessary decisions are to be made.

 Collaboration aims at finding some solution that can

satisfy the conflicting parties. It is based on a willingness to accept as valid the

interests of the other party whilst protecting one’s own interests. Disagreement is

addressed openly and alternatives are discussed to arrive at the best solution. This

method therefore involves high cooperation and low confrontation. Collaboration is

applicable when both parties desire so solve the problem and willing to work together

toward a mutually acceptable solution. Collaboration is the best method of handling

conflicts as it strives to satisfy the needs of both parties. It is integrative and has high

concern for personal goals and as relationship.

 Avoidance is based on the belief that conflict is evil

unwanted or boorish. It should be delayed or ignored. Avoidance strategy has low

cooperation. It is useful either when conflicts are insignificant or when the other party

is unyielding because of rigid attitudes. By avoiding direct confrontation parties in

conflict get time to cool down.

 Accommodation involves high cooperation and low

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confrontation. It plays down differences and stress commodities. Accommodating

can be a good strategy when one party accepts that it is wrong and has a lot to loose

and little to gain.

Consequently, they are willing to accommodate the wishes of the other party.

Also, writing on the framework for conflict resolution. Brushan (2005:5) explained

that when conflicts arise, we asses a variety of factor before selecting our approach to

the situation. We may choose to complete, dominate where we try to impose our will

on the other side through physical or psychological means, we may decide withdraw

by either doing nothing or refusing to participate in the conflict altogether or we may

collaborate and reach a constructive and mutely acceptable solution. And if none of

these approaches prove effective, we might choose third party intervention of form of

collaboration in which an individual or group eternal to the conflict intercedes to

move both parties towards agree. However, while each of he above orientations

represent a way to manage conflict, only two collaboration and third party

intervention are by definition, focused on mutual gain and resolution. These two

approaches consider the interests of both parties and are almost likely to use emphatic

listening as the primary tool to entrance understanding. Also, Brushan (2005:6)

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further noted that two types of negotiation, competitive bargaining and collaboration

understanding different ways of resolving our conflicts. In competitive bargaining

each party uses strategy, tactics and tucks to achieve its objectives, and whether are

of both parties will achieve their goal depends you the ability to “play the game” each

party seek to extract information from the other party that will help in identifying

appropriate counter offers, while revealing as a little accurate information as possible

about its own presences. The final agreement often depends on the willingness of one

party to stake out tough and extreme position that causes the other party to make

concession labour management disputes and international negotiation often use this

model of conflict resolution. Meanwhile competitive bargaining tend not to resolve

conflict. It merely manages it for this short term. It is based on an attitude to limits

and is fundamentally a process of reaching a settlement within a bargaining range. On

the other hand, Brushan (2005:7) explained that the collaboration approached to

conflict resolution also called mutual gain or integrative bargaining argues for the

possibility of solutions that all sides find acceptable. It embodies the notion of “win

‘win” a core competent of our principle of mutual gain. Collaboration is about

identifying a common shared or joint goal and developing a process to achieve it. It is

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a process in which both parties exchange information openly defines their common

problems and creates options to solve these problems. And while the collaborative

process cannot guarantee that agreement will always be reached, more often that not,

the analysis of interest needs and desire helps the resolution.

According to Blake (2001:4) disputes are solved in a variety of ways including

“humping it”, avoidance, mediation, adjudication, arbitrational and negotiation. Some

of these methods are more applicable than others to certain types of conflict or to

certain situations. Those attempting to overcome a conflict by unilateral means, fore

example by using coercion or withdrawing, may suffer the personal cost of either

making a resolution more difficult than it need be by increasing the antagonism of the

opponent or by totally falling to “ resolve” the conflict in the sense that the world ahs

been defined above.

Blake (2001:4) explained ways of dealing with conflicting below:

a. Coercion: Coercion can readily resorted to in conflict situation where

one party feel powerless to conduct the disputes in any other ways, where power

disparities are so grant that reciprocating need not be considered, where concern over

32
the crucial issue involved gives way to concern over not yielding or where loss or

face become an issue.

b. “ Lumping it” and avoidance: many grievances

Situations do not get to the conflict stage. Rather than being resolved they are side

stepped by the resignation or exist of one party. This happened either by the process

of lumping that ignoring the issues that gave rise to the problem or avoidance which

entails removing oneself from the situation given rise to the grievance for example

terminating a relationship. These procedures have obvious cost for the aggrieved

person and in the long run may be no solution at all merely exchanging actors rather

than changing the pattern of interrelation that caused the disputes. The reasons why

these patterns of behaviours are resorted to include a socialized ethnic of not causing

trouble, feelings of powerlessness, lack of negotiating skills, fear and cost of courts or

according to Felstine, a lack of suitable alternatives. He claims that in our society”

where non-governmental institution mediation of interpersonal disputes are

infrequent, some of the slack may be absorb by avoidance. Meanwhile, “lumping it”

ahs the disadvantages of condemning an individual to continue living in a tension

33
creating situation, avoidance behaviour also has a great many cost associated with it

both internal and external.

c. Mediation, arbitration, adjudication, when physical

aggression (or other coercive measure) or avoidance fails to successfully terminates a

conflict situation for when interpersonal or inter-group negotiation break down, the

use of third parties to facilitate a settle through mediation, adjudication or arbitration

becomes likely. Although unsuccessful negotiation often result in third party

intervention. (Requested or otherwise) it is proposed to deal with these later methods

of conflict resolution first, because when properly conducted interpersonal

negotiations maximizes the probability of the lasting resolution with the minimum of

cost to either side.

Blake 92002:6) explaining conflict resolution through mediation, arbitration or

adjudication noted that in mediation the third party aids the disputant parties have

agreed to the presence o the mediation who suggested solutions, the disputant have

voluntarily abdicated their own decision making power in favour of that of the

arbitrator. In theses cases the protagonist explain their perception of the conflict

situation. Third party whose power to make a decision they have agreed to accept

34
before hand. An example of such a situation is where two parties voluntarily go to

court to achieve the final resolution of conflict. An adjudication is an autocratic

solution where by the third party has the authority to intervene in the dispute even

where one or neither of the protagonist which its give a decision and enforce

compliance with it. These situation generally occur where on party to a dispute takes

certain action compiling the other party to join the preceding even without his or her

consent or where for example an interpersonal dispute leas to a breach of the criminal

code and though the intervention of the police ends ups in court. Meanwhile, many

disputes that go to court for arbitration and adjudication do not need the trial stage

because of abandonment, withdrawal or settlement.

d. Negotiation, when facing a conflict, there are alternative to coercion or

the reliance upon the judgment of third parties. Like mediation, parties are

themselves the decision makers. Negotiation are attempting to arrange a new

combination of some of the common and conflicting interest of the parties but they

can only result in agreement if there exist at least one set of terms that each party

would prefer to having no agreement. Negotiations have various choices open to

them. They can accept the other party’s offer or proposal a preferred alternative.

35
They can push the dispute to the position where the intervention of a third party

becomes a probability either by refusing to consider the issues further, by refusing to

hear the others vies or by walking out and refusing to return, that is, by accepting the

statuesque. Negotiation have the advantages over the other methods of dispute

settlement already discussed in that they are most likely to effect lasting resolution to

conflict as well as reduce dependence on “ experts” thereby making the parties self

reliance giving them control over important decision that need to be made concerning

their own lives. As a dialectical process negotiations also occasionally aid the

discovery of entirely new approaches of the problem.

36
 CHAPTER THREE

3.0 RESEARCH DESIGN AND METHODOLOGY

3.1 INTRODUCTION

This chapter deals with the methodology that was adopted for the purpose of

this study; tit covers the size of the population, sampling techniques method of

collecting data and the method of data analysis.

Other methodologies for this research include personal interview observation

as well as textbooks and publications.

3.2 RESEARCH DESIGN/METHODS

Research design is described as an outlet, a general arrangement or plan in

which a set of objectives is achieve (Uzoegbula (1999:61).

According to Nwaogu (1999:26) research design is a plan or blue prints which

specifics how relevant data relating to a given population provides a procedural

outline for the conduct to any given investigation.

The survey research design was used for this study because it is the most

convenient and objectives ways of carrying out studies like this one.

3.3 SOURCES OF DATA

37
 The researcher used both the primary and secondary sources of data.

1. PRIMARY SOURCES: In obtaining information through the primary source,

the researcher employed two basic methods. These methods were the use of personal

interview (oral) and distribution f questionnaire. The researcher use personal

interviews to get factual data form the respondents. The self-scoring questionnaire

was used to ascertain the employee’s perceptions. The questions were simple worded

to avoid obscure meaning and undue influence in independence and undue influence

in making the responses.

2. SECONDARY SOURCES: The data from this source come form documents/

records made available to the researcher by the staff of organisation, articles, and

textbook business journal among others also contributions to the secondary data

gathered from an extensive review of the related literature.

3.4 METHODS OF DATA COLLECTION

From the purpose of this study, the researcher used the following as an

instrument for data collection.

1. Questionnaire

2. Personal interview

38
 3. Observation

4. Textbooks and publications

1. QUESTIONNAIRE: The use of questionnaire is one of the easiest ways of

collecting data. Although the problems associated with questionnaire is that it cannot

be neglate4d as the respondents may answer the questions in a way that will

favourable to them rather than being objectives.

2. PERSONAL INTERVIEW

The researcher also collected data for this study through interviews. Those

interviewed includes some management staff of the organisation, union

representatives and some employees of the organisations in order to back up the data

collected through questionnaire.

3. OBSERVATION:

In addition to questionnaire and personal interviews, data was also collected

through personal observation. The researcher was opportune to be in FIRST BANK

OF NIGERIA OWERRI and has witnessed how interpersonal conflicts have been

resolved in an organisation.

4. TEXTBOOK AND PUBLICATIONS:

39
 This constitutes the major sources of secondary data collection. The researcher

was opportune to get textbooks, journals and organizational publications. In order to

support the findings, the researcher generated a lot of information from existing

literature.

3.5 POPULATION OF STUDY AND SAMPLE SIZE

The population of this study comprises of all the management and employee at

FIRST BANK OF NIGERIA OWERRI Owerri branch. The population of the

organisation including the management (20), senior staff (38) and the junior staff

(62), which give the total of (120) employees.

The decision to use FIRST BANK OF NIGERIA OWERRI as a case study is

based on the easy accessibility of staffs to be sued as population of the study of this

nature.

3.5.1 SAMPLE SIZE

Sample size clears the air as to how many people from the population frame

that has to be surveyed. However, large sample sizes give more reliable information

in determining the sample size, the researcher used yaro Yamen’s formula, were

n = N

40
 1 + N (e)2

Where n = sample size

N = Number of items in universe or

Population

e2 = Square of maximum allowance for

Sampling error.

Where 0.05 is the allowance for sampling error of 5%

n = 120

1 + 120 (0.05)2

n = 120

1 + 120 (0.0025)

n = 120

1 + 0.3

n = 120

1.3

n = 92.

3.6 SAMPLING TECHNIQUES/PROCEDURE

41
 Since this research is based on an organisation with various departments.

Simple random sampling method was used in the distribution of the questionnaire.

This made sure that every member of each department has a chance of being selected

for the study.

This research was conducted on the management, senior staff and junior staff

of the organisation. Therefore the sample size used was ninety two (92) employees of

FIRST BANK OF NIGERIA OWERRI .

Therefore, in this study, the researcher carefully administered the questionnaire

to the management and staff who he think can give him accurate and reliable

information.

3.7 VALIDITY AND RELIABILITY OF MEASURING INSTRUMENT

The instrument used in the course of this research work is questionnaire. It was

confirmed valid under the “Content Validity”, using face and sampling validity. The

questionnaire was designed to check the effective handling of interpersonal conflict

in an organisation and how it will increase employee’s performance. It also examines

how interpersonal conflict is resolved in central bank of Nigeria (FIRST BANK OF

NIGERIA OWERRI ).

42
 According to Mr C.U Ebizie, the operational manager of FIRST BANK OF

NIGERIA OWERRI Owerri Branch, who confirmed that, the instrument in question,

adequately represent the content population being measured.

RELIABILITY OF INSTRUMENT: To establish the reliability of the

instruments, a test method was used. The instrument was administered to the

respondents and their responses were noted. After about two weeks, the same

instrument was administered to the same group and scored correlated with the

original.

43
 CHAPTER FOUR

PRESENTATION, ANALYSIS OF DATA AND INTERPRETATION OF

RESULTS
4.0 INTRODUCTION

This research study is aimed at examining the effect of interpersonal conflict

on organisational performance using Central Bank of Nigeria as a case study.

In this chapter, the researcher will present analysis and give interpretation to

4.1 PRESENTATION OF DATA

the responses gotten from questionnaire and interview out of a total one hundred and

twenty question distributed, eighty was returned. simple percentage will be used to

analyse the questions.

4.2 ANALYSIS OF DATA

Questions 8: Have you ever heard of the term interpersonal conflict?

Table 4.1: Breakdown of responses to question 10

Options No. of Responses Percentage

Yes 80 100%
No - -
Total 80 100%
Source: Field Survey, 2022

44
 Responding to question 8 of the research where the respondents were asked if

the have ever heard of the term interpersonal conflicts and the respondents noted that

the have heard about the term interpersonal conflict therefore, this shows that

interpersonal conflict is a frequent occurrence of every organisation and in our every

day life.

Question 9: What is your opinion does interpersonal conflict means?

From question above, one of the respondents defined it as a disagreement

between two parts. Also, interpersonal conflicts as defined by others respondents

exists when disputes arise between people.

Question 10: How often does interpersonal conflict arise in FIRST BANK OF

NIGERIA OWERRI ?

Table 4.2 Breakdown of responses to question 10

Options No. of Responses Percentage

Daily 15% 18.75%
Weekly - -
Monthly - -
Every six months - -
Annually - -
All of the above 13 16.255%

45
 None of the above 52 65%
Total 80 100%
Source: Field Survey, 2022

From table 4.2 above, 15 of the respondents indicated that interpersonal

conflict in FIRST BANK OF NIGERIA OWERRI arises on daily basis representing

18.75% of the total responses. Thirteen of the respondents noted that it is none of the

options are available accounting for 16.25% while 65% noted that it is all of the

options available. Meanwhile, this shows that the rate at which interpersonal conflict

arises in FIRST BANK OF NIGERIA OWERRI varies but it is always a frequent

occurrence.

Question 11: What are the causes of interpersonal conflict in FIRST BANK

OF NIGERIA OWERRI ?

Table 4.3: Breakdown of responses to question 11

Options No. of Responses

Communication failure 
Personality clashes 
Value and goal differences 
Authority issues 
Lack of cooperation 

46
 None of the above 
All of the above 
Source: Field Survey, 2022

From the breakdown of responses in table 4.3 above, where the respondents

were asked to indicate the causes of interpersonal conflict in FIRST BANK OF

NIGERIA OWERRI , some respondents indicated that it is a s result of

communication failure and personality clashes, while some respondents indicated that

it as a result of value and gaol differences, authority issues, and lack of cooperation.

Therefore the researcher now noted that these options contributed to interpersonal

conflict in the organisation.

Question 12: Briefly identify the remote and immediate causes of interpersonal

conflict in your organisation.

From the responses gotten in question 12, the respondents identified the

immediate and remote causes of interpersonal conflicts in organisational that of

communication failure, value and goal differences, conflict of interest, issues, lack of

cooperation etc.

47
 Question 13: What are the kinds of interpersonal conflict that arise in FIRST

BANK OF NIGERIA OWERRI ?

Table 4.4: Breakdown of responses to question 13

Options No. of Responses

Employees and employers 
Employees and supervisor 
Union and management 
All of the above 
None of the above 
Source: Field Survey, 2022

A breakdown of table 4.4 above shows that the kinds of interpersonal conflict

in FIRST BANK OF NIGERIA OWERRI include employees and employers,

employees and supervisors, union and management from the responses gotten

respondents ticked all the options given.

48
 Question 14: Which of conflict occur mot frequently in FIRST BANK OF

NIGERIA OWERRI ?

Table 4.5: Breakdown of responses to Question 14

Options No. of Responses Percentage

Employees and 2 2.5%
employers
Employees and 12 15%
supervisor
Union and 56 70%
management
All of the above 10 12.5%
None of the above - -
Total 80 100%
Source: Field Survey, 2022

Responding to question 14, where the respondents were asked to identify the

kinds of interpersonal conflict that occur most frequently in FIRST BANK OF

NIGERIA OWERRI , 2.5% noted that it is that of employees and employers, 15%

noted that it is employees and supervisor 70% noted that it is union and management,

while 12.5% chose none of the above option.

49
 From the information gotten or gathered, it could be observed that conflict

between union and management occurs more frequently than any other type of

conflict.

Question 15: Does interpersonal conflict affect your performance?

Table 4.6: Breakdown of responses to question 15

Options No. of Responses Percentage

Yes 75 93.75%
No 5 6.25%
Total 80 100%
Source: Field Survey, 2022

In question 15 above, the respondents were asked if interpersonal conflict

affect their performances. Out of the total of 80 respondents, 75 respondents said that

it affect their performance representing 73.75 while 5 said that it does not affect their

performances representing 6.25%.

Furthermore, out of the total respondents, who noted that interpersonal conflict

affect their performances negatively.

Question 16: How does interpersonal conflict affect your performance in your

organisation?

50
Table 4.7: Breakdown of responses to question 16.

Options No. of Responses Percentage

Positively - -
Negatively 80 100%
Total 80 100%
Source: Field Survey, 2022

From the data above it could be observed that interpersonal conflict in

organisation negatively affects employees. It then means that employee’s

performance is greatly hampered in time of conflict, which in turn affects the overall

production in the organisation.

Question 17: Are conflict necessary in organisation?

Table 4.8: Breakdown of responses to question 17.

Options No. of Responses Percentage

Yes 64 80%
No 16 20%
Total 80 100%

Source: Field Survey, 2022

51
From table 4.8 above, a breakdown or responses 80% of the respondents supported

the option that conflicts are necessary in the organisation while 20% noted that it is

not necessary.

Meanwhile most responders do not recommend a conflict free organisation.

Question 18: Why is conflict necessary in organisation?

Responding to question 18 above, the respondents noted that conflict is necessary in

organisation because it creates an avenue for individuals to pour out their grievances.

Question 19: Should management effort to resolve interpersonal conflict in an

organisation increases employee performance?

In question 19, the respondents were asked if management effort to resolve

interpersonal conflict in organisation increases their performances. They

(respondents) all noted that management effort to resolve interpersonal conflict will

increase employee performance, which will lead to high productivity.

52
 Question 20: Would you recommend a conflict free organisation?
Table 4.9: Breakdown of responses to question 20
Options No. of Responses Percentage
Yes 42 52.5%
No 38 47.5%
Total 80 100%
Source: Field Survey, 2022

Responding to question 20 above, 52.56% noted that they recommend conflict

free organisation while 47.5% noted that they do not recommend a conflict free

organisation. Although, there are beneficial effects of conflict but conflict should not

be allowed to live longer because of its negative consequences.

Question 21: How reliable is your resolution body in handling interpersonal

conflict?

Table 4.10: Breakdown of responses to question 21.

Options No. of Responses Percentage

Very reliable 12 15%
Reliable 68 85%
Not reliable - -
Total 80 100%
Source: Field Survey, 2022

53
 A breakdown of table 4.10 above shows that the resolution body responsible

for handling interpersonal conflict in FIRST BANK OF NIGERIA OWERRI is very

reliable from the breakdown 15% of the respondents noted the resolution body is

very reliable while 85% noted that they are reliable.

Question 25: How satisfied are you with the way interpersonal conflict are

resolved in FIRST BANK OF NIGERIA OWERRI ?

Table 4.11: Breakdown of responses to question 25.

Options No. of Responses Percentage

Very satisfied 14 17.5%
Satisfied 66 82.5%
Not satisfied - -
Total 80 100%
Source: Field Survey, 2022

In question 25, the respondents were asked to indicate how satisfied they are

with the way interpersonal conflict is resolved in FIRST BANK OF NIGERIA

OWERRI , Meanwhile, none of the respondents noted that he is not satisfied but 14

of the respondents noted that they are very satisfied representing 17.55 while 66

respondents noted that they are satisfied representing 82.5%.

54
 CHAPTER FIVE

5.0 SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 SUMMARY OF THE FINDINGS

It will be recalled that this study is particularly concerned with the effect of

inter- personal conflict on organizational performance with emphasis on Central

Bank of Nigeria (FIRST BANK OF NIGERIA OWERRI ) Owerri Branch.

To this end, findings gotten from the research include the following:

 Interpersonal conflict is a frequent occurrence in central

bank of Niger which usually occur between employees, employers and supervisor,

union and management etc. meanwhile, the most frequent interpersonal conflict exist

between union and management over empowered condition of service.

 Also, other principal causes of interpersonal conflict in

FIRST BANK OF NIGERIA OWERRI were identified to be communication failure

personality clashes, value and gaol differences and authority issues. It is also noted

that apart from the negative effect of conflict I also has its own beneficial

consequences.

55
  Whenever interpersonal conflicts occur in the

organisation (FIRST BANK OF NIGERIA OWERRI ) the performance of employees

is greatly hampered and these go along way in reducing organisational performance

in general.

 Interpersonal conflict cannot be completely wipe out in

FIRST BANK OF NIGERIA OWERRI although most employees do not support a

conflict free organisation.

 Interpersonal conflict in Central Bank of Nigeria is

resolved as quickly as possible that is why employees express confidence and

satisfaction in resolution body of FIRST BANK OF NIGERIA OWERRI .

5.2 CONCLUSION:

From the findings of this research we have observe that interpersonal conflict

is a frequent occurrence in Central Bank of Nigeria affecting a host of individual and

organisational performs. Although inter personal conflicts in negative form hamper

performance, decrease productivity prevent cooperation, obstruct communication,

increase tension and stress, obscure goals, above all considered counter – productive,

56
it may also be positive and beneficial in that it can clarify goals, relieve tension, open

communication and resolve problems.

5.3 RECOMMENDATIONS

Considering the findings of this study the following measures need to be taken

to ensure that an interpersonal conflict is well taken care of by the organisation and to

reduce the negative consequences.

 Interpersonal conflict should be resolved as quickly as

Possible and should not be allowed to linger for a very long period of time.

 The immediate and remote causes of interpersonal

conflicts should be properly addressed.

 During the course of conflict resolution, the resolution

body should create an atmosphere whereby the conflicting parties should be free to

air their views.

57
 APPENDIX I
Dept. of Public Administration
Federal Polytechnic Nekede
P.M.B 1036 Owerri,
Imo State.

Dear Respondent,
I am a final year student of Public Administration of the above institution,

conducting a research work on the effect of interpersonal conflict on organisational

performance (a case study of First bank of nigeria Owerri branch).

The research is in partial fulfilment of the requirements for the award of

National Diploma (HND) in Public Administration.

Please be rest assured that the information you give will be treated in strict

confidence.

Thanks for your anticipation cooperation.

Yours faithfully,

Osuji Oluchi Confidence .

58
 REFERENCES

Alugbuo, C.C (2002): A Practical Guide To Project Writing. Owerri: Credo

Publishers.

Bhushan, A. (2005): “Concept Behaviour In An Organisation”.

Http://Www.Sheunlimited.Com/Forums/Printread.3003

Blake, W. (2001) “The Resolution Of Conflict”.

Http://Www.Mkgandhi.Org/Conflict-Reso/Chapol.Intl.

Cloke, K (2006) “ Mediation Of Workplace Disputes “.

Http://Www.Matlkramermediation.Com/Pages/Work.Html.

Dahrendiof, R. (1958). “Toward A Theory Of Social Conflict”. Journal Of Conflict

Resolution.

Filery, A.C (1975): Interpersonal Conflict Resolution Glenview Lc: Scott Foreman.

Fink, C.F (168) “ Some Conceptual Difficulties In The Theory Of Social Conflict”

Journal Of Conflict Resolution 12.

Hartwick, J And Bark, H. (2002) “ Conceptualising The Construct Of Interpersonal

Conflict” A Seminar Paper Presented At Faculty Of Management, Mc Gill

University Canada.

59
Kirchoff, N And Adams J. R (1982): Conflict Management For Project Managers,

Drexel Hill. Project Management Institution.

Nwachukwu V.O And Egbulanu, K.G (2000): Elements Of Statistical Inference.

Owerri Peace Press.

Onu, M.O And Igwemma, A.A (1998): Applied Statistical Techniques For Business

And Basic Science. Owerri: Crc Publishers.

Pondy, L. R (1967): “Organisational Conflicts, Concepts And Model, Administrative

Science Quarterly 12”.

Thomas K.W And Kilman, R.H (1974): Conflict Mode Instrument. New Yorks

Tuxedo.

Ramachander, A. (2005): “ Resolving And Eliminating Conflict In Organisation”,

D.H. Avendes. Wed. No. 16, 2005/Avenues 1632222 005115.

Thomas, K.W (1992): “ Conflict And Negotiation Process In Organisations. In M.D

Dunnette And L.M Hough (2 Eds).

60
 QUESTIONNAIRE

To be completed by employee union representation and management of FIRST

BANK OF NIGERIA OWERRI . Please tick () to the answer(s) you consider most

appropriate to the question(s) in the boxes provided. Where statements are required

please state briefly.

SECTION A: PERSONAL DATA

1. Sex:

a. Male b. Female

2. Marital status:

a. Single b. married

3. Age:

a. 20-30 yrs b. 31 – 40yrs

4. Educational background:

a. FSLC b. O’Level

c. OND d. HND

e. BSC

f. Others specify……………………………………………………….

61
5. What level of staff do you belong

a. Senior staff b. Junior staff

6. Which group do you belong?

a. Management

b. Union representatives

c. None of the above

d. All of the above

e. Any other, specify

7. In what department are you? …………………………………….

SECTION B: QUESTION ON INTERPERSONAL CONFLICT RESOLUTION

8. Have you ever heard of the term interpersonal conflict?

a. Yes b. No

9. If you have, what is your opinion, does interpersonal conflict mean?

…………………………………………………………………………

10. How often does interpersonal conflict arise in FIRST BANK OF NIGERIA

OWERRI ?

a. Daily b. Weekly

62
 c. Monthly d. every six months.

e. Annually f. None of the above

g. All of the above

h. Others specify………………………………………………………

11. What are the causes of interpersonal conflict in your organisation?

a. Communication failure

b. Personality clashes

c. Value and gaols differences

d. Authority issues

e. Lack of cooperation

f. None of the above

g. All of the above

h. Other specify.

12. Briefly identify the remote and immediate causes of interpersonal conflicts in

your organisation.

…………………………………………………………………………………………

…..

63
13. What are the kinds of interpersonal conflicts that arise in FIRST BANK OF

NIGERIA OWERRI ?

a. Employees and employees

b. Employees and supervisors

c. Union and management

d. All of the above

e. None of the above

f. Others specify……………………………………………………..

15. Does interpersonal conflict have a significant relationship with employee

performance?

a. Yes b. No

16. If yes, how does interpersonal conflict affect your performance in

organisation?

a. Positively b. Negatively

17. Are conflict necessary in organisation?

a. Yes b. No

18. If yes why are they necessary?

64
…………………………………………………………………………………………

…….

19. Should management effort to resolve interpersonal conflict hampers employee

performance?

a. Yes b. No

20. Would you recommend a conflict free organisation?

a. Yes b. No

21. How reliable is your resolution body in handling interpersonal conflict?

a. very reliable b. Reliable

c. Not reliable

22. Do you agree that organisation effectiveness is hampered by ineffective haling

of interpersonal conflict?

a. Strongly agreed b. slightly agree

c. Agree d. Disagree

23. Do you agree that improper handling of interpersonal conflict in organisation

could hinder organisational performance?

a. Yes b. No

65
24. Briefly state how interpersonal conflicts are resolved in FIRST BANK OF

NIGERIA OWERRI ?

…………………………………………………………………………………………

…………………………………………………………………………………………

……….

25. How satisfied are you with the way personal conflict are resolve in FIRST

BANK OF NIGERIA OWERRI ?

a. Very satisfied b. Satisfied

c. Not satisfied

66