Traditional Conflict Resolution Techniques, Organisational Justice and Employee Engagement in Selected Manufacturing Companies in Southwest Nigeria
No Thumbnail Available
Date
2024-12
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
Lead City University, Ibadan
Abstract
Traditional Conflict Resolution Techniques refer to culturally rooted, restorative approaches used to resolve conflicts in a way that emphasizes mutual understanding and cooperation rather than punitive measures. This study addresses the widespread issue of employee disengagement, where workers lose the initial enthusiasm, morale, and energy they once had upon joining the workforce. This phenomenon presents a significant challenge for manufacturing companies, who face difficulties in retaining talent and maintaining strong employer-employee relationships. Conflict between employers and employees often arises, which further strains workplace relations and contributes to reduced employee engagement and morale. To investigate these issues, this study examines how integrating traditional conflict resolution techniques with principles of organizational justice impacts employee engagement in manufacturing firms. The theoretical foundation of this study is based on a combination of theories that address motivation, conflict, and fairness within organizations, including Hertzberg’s Two-Factor Theory, Alderfer’s ERG Theory, Kahn’s Theory of Engagement, as well as Conflict and Organisational Justice Theories. Using a survey research design, data were collected through structured questionnaires distributed to a sample population of 462 employees from a total workforce of 3,137 across three manufacturing firms representing diverse industrial sectors in southwest Nigeria. The sample size was
calculated using the Taro Yamane formula (1967). Out of the distributed questionnaires, 405 were returned and deemed usable, achieving a high response rate of 87.66%. Descriptive and regression analyses were employed to assess the relationship between traditional conflict resolution methods and organisational justice, as well as their combined impact on employee engagement. The findings indicate a strong, positive, and statistically significant relationship between traditional conflict resolution techniques and organisational justice within the surveyed manufacturing firms (R = .865, p = 0.000). The results suggest that the integration of traditional conflict resolution methods such as mediation, restitution, compensation, and cross-examination support a harmonious work environment conducive to enhancing employee engagement. Further analysis revealed that organisational justice itself, when implemented as a central policy, has a robust positive and statistically significant effect on
employee engagement (R = .703, p = 0.000). This supports the view that organisational justice, particularly when it incorporates fairness and equity, is critical in promoting a positive workplace climate and boosting employee morale. In conclusion, the study finds that traditional conflict resolution techniques, combined with a focus on organisational justice, foster more positive attitudes among employees, improve workplace harmony, and enhance engagement. When manufacturing companies prioritize organisational justice and adopt proactive traditional conflict resolution techniques, they create an environment that supports open communication and equitable treatment, which are crucial for reducing conflict escalation and promoting a culture of mutual respect and engagement. Based on these findings, it is recommended that organisations incorporate traditional conflict resolution techniques favouring mechanisms such as customary mediation and compensation over formal litigation. Additionally, managers should be trained to detect and address conflicts before they escalate. Finally, organisations are encouraged to uphold policies of fairness and equity, ensuring that organisational justice remains a priority in policy-making and daily operations to foster long-term engagement and retention of their workforce.
Keywords: Manufacturing Company, Employee engagement, Conflict, Conflict resolution techniques, Organisational justice, Peace
Word Count: 500
Description
Keywords
Manufacturing Company, Employee engagement, Conflict, Conflict resolution techniques, Organisational justice, Peace
Citation
Kate Turabia