Influence of implementation of conflict management strategies on employees performance: a case of Kenya Power Company, Nairobi county

Abstract

Conflict management strategies is marker for the variety of ways by which people handle grievances—standing up for what they consider to be right and against what they consider to be wrong. Conflict is not just about simple inaptness, but is often connected to a previous issue, thus it’s important to understand why conflict arises so as to be able to resolve it before it escalates and affects performance. The objective of this study was to establish the influence of implementation of conflict management strategies on employee’s performance at Kenya Power Company. Descriptive research design was used in the study. The target population composed of 1055 respondents. The study used a sample size of 290 respondents who constituted of 11 senior managers, 11 line managers and 268 supporting staff team, taken through simple random sampling design and purposive sampling. Questionnaires were used as main data collection instrument in the study. Questionnaires were deemed appropriate as they ensured confidentiality of the respondents. A pilot study was conducted to pretest the validity and reliability of instruments for data collection. The research supervisor’s opinion was obtained to ensure content validity of the research instrument. The test re-test technique was used to estimate the reliability of the instruments. Pearson Coefficient of values greater or equal to 0.7 was acceptable indicator of internal consistency; in my case 0.9 was accepted. The data collected from the field was analyzed using Statistical Package for social sciences version 20 and descriptive statistics such as mean percentages and standard deviation was used, also inferential statistics such as pearson correlation was used. Data was presented using cross tabulation tables to facilitate comparisons and conclusions. The closed ended response questionnaire used a five point likert scale. The results of this study showed that majority of respondents with a mean of 1.87 agreed to a very great extent that dialogue influences employee performance; also respondents with a mean score of 1.99 agreed to a very great extent that incorporation of employees in conflict management leads to achievement of mutual optimal solution so integrating strategy improves employee performance if used to manage conflicts, In obliging strategy the study showed that majority of the respondents supported that ease of adjustment to new organizational policies and accommodation of employee different personalities improves employee performance to a very great extent adjustment with a mean score 1.68 and accommodation with a mean score of 1.71 in dominating strategy only few respondents supported the use of the strategy for example use of exploitation scoring a mean of 4.58 no extent, use of force scoring a mean of 4.18 little extent. The study also concludes there is a relationship between conflict management strategies and employee performance and that the strategies popularly used were integrating, avoiding and obliging strategy and it is advisable for the Kenya power company to highlight and use at least two or one strategy so that objectivity is observed. The study therefore recommends efforts to be made by the management to organize seminars/workshops on organizational conflict management, from time to time for the employee and also the management of Kenya power company should ensure that they are clear on conflict management strategies that govern the employees in the organization and have at least a specific strategy that is suitable for the organization management of conflicts. Frequent research should be carried out so as to understand what other organizations do in case of conflicts.