CONFLICT MANAGEMENT STYLES AND EMPLOYEE PERFORMANCE IN UNIVERSITY OF BENIN TEACHING HOSPITAL

Abstract

The resolution of conflicts can be challenging due to the behaviour of the individuals involved. This study explores the impact of conflict management styles on employee performance at the University of Benin Teaching Hospital (UBTH). Survey research design was used. The population of the study consisted of all employees of UBTH. A sample of 183 was taken. Data were collected from the sampled 185 employees through structured questionnaires which were analysed using mean, standard deviation, correlation and multiple regression analyses. The findings indicate that the avoidance (β = 0.359, p = 0.000) conflict management style had the most significant positive influence on employee performance, followed by accommodating (ACCM, β = 0.150, p = 0.006) and compromising (COMP, β = 0.176, p = 0.003) styles. In contrast, collaborating and competitive styles did not show a significant impact. The study concludes that the conflict management style greatly impact employee performance. Since the avoidance style was found to have the most significant positive impact, it is recommended that hospital management should recognise that, in certain situations, avoiding direct confrontation can be an effective strategy. However, this approach should be employed selectively to prevent the escalation of unresolved conflicts.