NEW GLOBAL VISION COLLEGE

SHASHAMANE CAMPUS

DEPARTMENT OF MASTER OF BUSINESS

ADMINISTRATION (MBA)

THE IMPACT OF JOB RELATED CONFILICT ON

PRODUCTIVITY (THE CASE OF HALABAKULITO
TOWEN SHUKUR BERGRNA FLOUR FACTORY).

BY GIRMA FIKADU TELILA

ADVISOR:D/r.YELEMA G

SHASHAMANE,ETHIOPIA

JUNE,2021
 Acknowledgment
First and for most all praise goes to our lord, almightily Allah who help me in completing and
bringing the dream of this essay in to reality.

Second I would like to express respectfully, my deeps gratitude and appreciation to my advisor
D/r YELEMA G for his valuable and constructive comments, devoting his precious time in
readings the paper as well as corrections that help my substantially in preparing this senior essay.

My deepest and gratitude also goes to my mother and father and brothers for their unreserved
financial and moral support. May ALLAH reward them all with highest blessing.

I am also to say "thanks" to my friends who provided me with moral and material support. Also
I would like to thanks ShukurBergrnaflour factory manager and employees for their unreserved
cooperation and assistance on delivering me with the necessary information.

I would like to give full thanks for instructors and classmate who play great role for my success.

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 Abstract
Conflict is the process in which one party perceives that its interest are being opposed or
negatively affected by another party. When it is task related, the parties view the conflict
experience as something separate from them.Conflict is much more difficult when it rises to a
socio-emotional state of tension. Regardless of the quality of a managers leadership of his or her
style of management and regardless of how well planned the organization structure is a conflicts
would occasionally arise within the factory. This conflicts can be functional or dysfunctional in
nature this study is conducted to assess job related conflict on productivity in
ShukurBergrnaflour factory. Data required for the conduct of the study were obtained from both
primary and secondary data sources.Total population of the factory was 85. From this total
population 46 employees were selected randomly by simple random sampling technique and
used as source of data.Regarding the size of the sample 46 percent of respondents which are
selected randomly from total employees and used as source data.Descriptive methods of data
analysis were to describe the characteristics of the population. According to the analysis made
there is wide range of conflict in the factory, a problem of conflict perception is also observed
but, there is no special training and orientation prepared to change this perception. To avoid the
above problems, the factory should prepare several, occasions in which the employees can
develop the relationship between them. a special training & orientation program should be
prepared in order to create better grasping on conflict related issues and styles of conflict
management.Additionally several points are forwarded as a recommendation to solve the
problem observed.

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Contents
Acknowledgment..........................................................................................................................................i
Abstract.......................................................................................................................................................ii
LIST OF TABLES.......................................................................................................................................v
Chapter one.................................................................................................................................................1
1. Introduction.........................................................................................................................................1
1.1. Back ground of the study.............................................................................................................1
1.2. Statement of the problem.............................................................................................................2
1.3. Objective of the study..................................................................................................................3
1.4. General objective.........................................................................................................................3
1.5. Specific objective........................................................................................................................3
1.6. Research Questions......................................................................................................................4
1.7. Significance of the study..............................................................................................................4
1.8. DEFINITIONS OF TERMINLOGY...........................................................................................4
1.9. Scope of the study........................................................................................................................4
1.10. Limitation of the study.............................................................................................................5
CHAPTER TWO.........................................................................................................................................6
LITERETURE REVIEW............................................................................................................................6
2. Conflict................................................................................................................................................6
2.1. Definition of conflict...................................................................................................................6
2.2. The nature and perspectives of organizational conflict................................................................6
2.3. Different views of conflict...........................................................................................................7
2.3.1. The traditional view.............................................................................................................7
2.3.2. The human relation view......................................................................................................7
2.3.3. Interactions view..................................................................................................................8
2.4. source of conflict in organization.................................................................................................8
2.5. Types of conflict........................................................................................................................10
2.5.1. intra-personal conflict........................................................................................................10
2.5.2. Interpersonal conflict.........................................................................................................10
2.5.3. Inter-group conflict............................................................................................................10
2.5.4. Organizational conflict.......................................................................................................10
2.6. Conflict outcomes..................................................................................................................11

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 2.7. Conflict management strategies in the organizations.................................................................12
2.7.1. Strategy for conflict resolution in the organization............................................................12
2.7.2. Managing conflict through resolution................................................................................13
2.7.3. Managing conflict through stimulation..............................................................................14
Chapter three.............................................................................................................................................16
3. Research methodology.......................................................................................................................16
3.1 Research design...............................................................................................................................16
3.1..........................................................................................................................................................16
3.2. Research setting.........................................................................................................................16
3.3. Source of data............................................................................................................................16
3.4. Methods of data collection.........................................................................................................17
3.5. Sample and Sampling techniques...............................................................................................17
3.6. Method of data analysis and Interpretation................................................................................18
3.7. Organization of the study...........................................................................................................18
Chapter four...............................................................................................................................................21
4. Data analysis and presentation...........................................................................................................21
4.1. General bio data of respondents.................................................................................................21
4.2. Existence of conflict and perception on conflict........................................................................24
4.3. sources of conflict......................................................................................................................26
4.4. Conflict out comes.....................................................................................................................28
4.5. perceptions of conflict management tasks and styles.................................................................30
4.6. Conflict management practice of thefactory..............................................................................31
4.7. Outcomes of the conflict............................................................................................................32
4.8. Interview Analysis to top Manager............................................................................................33
CHAPTER FIVE.......................................................................................................................................34
5. Summary, conclusion and recommendation......................................................................................34
5.1. Summary of major findings...........................................................................................................34
5.2. Conclusions...............................................................................................................................35
5.3. Recommendations......................................................................................................................36
REFERENCE (BIBLOGRAPHY)................................................................................................................i
Appendix.....................................................................................................................................................ii

iv
 LIST OF TABLES
Table 4. 1 The Sex Marital Status and Age Group........................................................................22
Table 4. 2 educational background and service year.....................................................................23
Table 4. 3 department of employees..............................................................................................24
Table 4. 4 existence of conflict......................................................................................................25
Table 4. 5 Existence of conflict.....................................................................................................25
Table 4. 6 Perception of conflict (response of Employees)...........................................................25
Table 4. 7 absence of conflict shows effectiveness of the factory.................................................26
Table 4. 8 the sources of conflict in the Factory............................................................................27
Table 4. 9 functional and dysfunctional outcomes........................................................................29
Table 4. 10 perception of conflict management task.....................................................................30
Table 4. 11 conflict management style..........................................................................................31
Table 4. 12 factory conflict management practices.......................................................................31
Table 4. 13 outcomes of the conflict.............................................................................................32

v
 Chapter one

1. Introduction

1.1. Back ground of the study

This study tries to look one of the important factor in organization management which is
conflict, which affect any organization which is not handled property at the right
times[ CITATION Rob \l 1033 ].
Conflict may occur anywhere two or more people interact to each other’s to perform their
tasks. This interdependence establishes working relationships across organizational
boundaries’ b/n individuals, and among groups for information, assistance or coordinated
actions such interdependence may foster cooperation or conflict. As people with different
background, point of view, values, needs and personalities in interaction often develop
variety of conflicts. This situation holds true specifically in different companies because of
the fact that most of the people that work together have different back grounds and
personalities[ CITATION Rob1 \l 1033 ].
According to [ CITATION Sin20 \l 1033 ] there are several factors that contribute for the
existence of conflict. These factor can be communication factors (semantic differences)
cultural valves, family back ground, past experience and channels of communication,
structures factors (scarcity of resource , unclear job boundaries’, differentiation task inter
dependence, different god and policies procedures and rules and personal factors (different)
valves and beliefs skills difference) can create tension between individuals and group in the
company [ CITATION Tho \l 1033 ]
Based on these factors, there are numerous definitions which are given by several scholars in
the area. One of the most common definitions is conflict is a disagreement between two or
more organizational members or groups arising from the fact that they must engage in inter
dependant work activities and the fact that they have different status, go us valves [ CITATION
Sin10 \l 1033 ]
JF stoner, as cited in[ CITATION Sin101 \l 1033 ] , six types of conflict possible in
organizational life .they are conflict within the individuals, conflict among individuals in the
same organization conflict among individuals and groups, conflict among group in the same

1
organization, conflict among organizations and conflict among individuals in different
organization happens more and more today.
As [ CITATION Bla \l 1033 ] conflicts either functional or dysfunctional conflict is a
confrontation between groups that enhances and benefits the organizations performance by
increasing efficiency by promoting organization vitality, motivate changes and leads new
ideas and innovation.
These conflicts which refer to a confrontation or interaction from between groups that harm
the organization or hinder the achievement of organizational goals, increasing turnover,
resource wastages, create negative climate and distorted work groups are dysfunctional
conflicts.
So the managers of the organization are supposed to avoid that dysfunctional conflict and
motivate the functional ones. On the other hand the researcher studies about conflict
management. Conflict management is important to maximize the benefits and minimize the
dysfunctional consequence of conflict; conflict is benefic in the form of constrictive conflict,
because it makes people think about fully the issue [ CITATION Ast04 \l 1033 ].
So managers are required to acquire effective know how on how to solve the conflicts
encountered by the organization. There are conflict management tools to be applied. these
fool some commonly called "conflict management styles" which includes avoiding,
collaborating, accommodating, compacting and compromising. In addition to these
negotiations and thirdpartiesinteraction are also used as potential means of resolving conflict
[ CITATION Ast041 \l 1033 ]
In this study the researcher tires to see different aspects of conflict like the cause of Conflict
and the different way of handling in one of the biggest organization Halaba
ShukurBergrnaflour. The data necessary for the accomplishments of this study would be
collected through different way. Conflict has the potential for either a great deal of
destruction or much creativity and positive social change[ CITATION Bar17 \l 1033 ].
Therefore it is essential to understand conflict and its management in order to maximize
productivity out come and minimize destructive ones. To this end, this research work would
to assess the overall impact of job related conflict on productivity in Halaba
ShukurBergrnaflour Factory.

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 1.2. Statement of the problem
Every organization which profit making or non-profit making require man power to success their
goals. Because, without worker there is no success and growth. So the achievements of the
organization or Factory depend up on effective management of Human resource and it plays the
great role in organization to reach their objective and destination.

Therefore the factory hires diversifiable employees in the organization and those diversifiable
man powers have different interest, attitude and works in different position. These difference
create disagreement or conflict in the factory and also there are many factors that rise conflict in
the factory particularly in Halaba ShukurBergrnaflour factory. They are bad behaviors, absence
of coordination, imbalance of employee’s incentives and their performance and Absence of good
supervision.

So, these problems leads to employees turn over the factory decrease the profitability of the
factory of ShukurBergrnaflour factory and decrease the performance of the worker [ CITATION
Rob891 \l 1033 ].

1.3. Objective of the study

The researcher hopes to find out whether there is correlation between the conflict styles
identified in the theoretical way and those used by practicing managers today.

All these situations insist the researcher to assess the Impact of job related conflict on
productivity in HalabaShukurBergrna flour factory

Generally in this study the researcher would try to investigate and to find solution for the problem

1.4. General objective

The General objective of the study would-be the impact of job related conflict on productivity in Halaba
Shukur Bergrna Flour factory.

1.5. Specific objective

Beside to the general objective, the study would be attempted to address the following specific objectives.

1. To identify the major sources of conflict in the factory.

2. To identify functional and dysfunctional conflict in organization.
3. To identify factors that are considered to have valuable influence on factory productivity and
employees performance.
4. To identify the types of conflict which are commonly prevailed in the factory.

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 1.6. Research Questions

1. What are the major sources of conflict in the factory?

2. Are there any means by which some of the dysfunctional conflict can be solved?

3. What types of conflict are often prevailed in the factory?

4. What is the impact of conflict in the performance of Employees?

1.7. Significance of the study

This research paper (work) is believed to have the following significances for parties who have direct
or indirect interest on it.

1. The paper would be significant to the organization itself to know and understand the cause of
conflict and managing system.
2. It enables the researcher to acquire basic experiences regarding several issues on areas of conflict
and related aspects.
3. The output from the research can help factory to take some remedial actions or corrective
measures on the problems identified in the research work.
4. The tentative solutions provided by their researcher can also enable the factory to solve the
conflicts in the factory.
5. This research work can serve as potential reference for those individuals who want to conduct
further studies on the same related areas.
6. To offer suggestion and recommendations based on the fact of the study.

1.8. DEFINITIONS OF TERMINLOGY

Conflict -disagreement between two or more people [ CITATION Rob96 \l 1033 ].

Impact –an act of one object hitting another [ CITATION Oxf96 \l 1033 ].

Productivity –The efficiency with which things are produced [ CITATION Oxf91 \l 1033 ].

1.9. Scope of the study

This study would be conducted in Halaba ShukurBergrnaflour factory which is one of the private
limited factories in Halaba Town. The area comprised the Impact of Job related conflict on

4
productivity In case of Halaba ShukurBergrna factory only. Because lack of enough time and the
finical constraints of the researcher. So other factory not include under this study.

1.10. Limitation of the study

The study has number of limitations that beyond the researchers capacity. The following are some of
the limitation that is occurs while conducting the study.

- Related literature would not sufficiently available.

- The employees who are working in the factory are not tightly qualified and no enough
Knowledge.
- The budget constraint
- Time constraint
- Miscellaneous cost like transportation cost, paper and other material.
- Difficult to get respondent that knows the existing situations and repetitive postponement.

5
 CHAPTER TWO

LITERETURE REVIEW

2. Conflict
2.1. Definition of conflict
Conflicts can occur at Individual, Interpersonal, group or organizational levels. It can exist when ever
people are disagreement, opposition, or when there is some other form of difficulty[ CITATION Tho08 \l
1033 ]. Defines it as "the perception of differences of Interests among people. [ CITATION Mon15 \l
1033 ] agree, but go further to add that such differences and antagonism or opposition between or among
persons occurs when there is competition or mutual interference among such people or groups.

Because of the complex nature of the structural organizational environments the potential for conflict
exists thus making conflict in evitable. Most researchers also agree that conflict in organizations can be
negative or positive. It can be negative when disagreements and opposite undermine the attainment of
organization goals. It can be positive when it contributes positively to the realization of such goals
[ CITATION Gre07 \l 1033 ] [ CITATION Kre07 \l 1033 ] [ CITATION Lus07 \l 1033 ].

For an organization to perform effectively, in dependent individuals and groups must establish working
relationships across organizational boundaries. Individuals and groups may depend on one another for
Information, assistance or coordinated action since they are Interdependent. This interdependence may
foster cooperation or conflict [ CITATION Ina00 \l 1033 ] [ CITATION Ras93 \l 1033 ], defined conflicts as
"the pursuit by different persons of goals that are incompatible so that gains by one person must
inevitable come about at their expense of the other."

The amount of conflict that occurs in a given organization will depend up on the severity of the
prerequisite condition (i.e. source of conflict)

However, since at least moderate levels of these prerequisite conditions are likely to exist in all
organization, all organization likely to exhibited at least some degree of conflict [ CITATION Ras931 \l
1033 ].

2.2. The nature and perspectives of organizational conflict

For the longest time, the prevalent view of conflict with in organizations was that conflict is
intrinsically bad and its presence indicates that something is wrong consequently; this view suggested that
since conflict is inherently bad, it must be eliminated. However, in recent years the perspectives on
conflict have inevitable and not necessarily harmful. According to this approach, some kinds of conflict

6
can contribute immeasurable to health and wellbeing of the organizations. Now the trend is to recognize
that some anxiety and conflict are needed for us to behave most efficiently and should be managed
effectively [ CITATION Zan15 \l 1033 ]. According to the contemporary perspective [ CITATION Iva20 \l
1033 ] there are two types of conflict in organizations which are functional and dysfunctional conflict.
Functional conflict as the author (1990) stated as ″it is a confederation or interaction between groups that
enhances and benefits the organizations performance″. It is a moderate level of conflict that a rises with in
organizations. It usually occurs between two or more groups within affirm and improves the organization
performance and output. For example, the accounting, finance, management and marketing department in
a university may disagree about undergraduate core curriculum. This type of conflict encourages creative
thinking and contributes to the schools improved performance whatever the outcome students will be
benefit from a better programs of instruction. This indicates that functional conflict is disagreements with
in the organization but they result in positive consequences to the organizations performance.

Dysfunctional conflict hinders and prevents organization goals from being achieved. As Ivannevidh
stated ″ it is any confrontation between groups that harm organization or hinders the achievement of
organizational goals.″ [ CITATION Iva201 \l 1033 ] when one group or person seek to achieve his/her own
goals at the total expense of or with dies regard for others usually dysfunctional conflicts will result.

2.3. Different views of conflict

It is entirely appropriate to say there has been ″conflict over the role of conflict in-groups and
organizations. One school of thought has argued that conflict must be avoided that it indicates a
malfunctioning within the group. We call this the traditional view. Another school of thought, the human
relations view argues that conflict is a natural and inevitableoutcomein any group and that it need not be
evil but rather has the potential to be appositive force in determining group performance.

The third and most recent perspective proposes that conflict can be appositive force in a group, but
explicitly argues that some conflict is absolutely necessary for a group to perform effectively. We label
this third school the interactions approach let’s take a closer look at each of these views.

2.3.1. The traditional view

The traditional is the oldest view of conflict. It assumes that all conflict is bad and therefore has a
negative impact on organization effectiveness. It treats conflict synonymously with such terms as
violence, destruction, and irrationality [ CITATION Rob16 \l 1033 ] because conflict is seen as being
harmful to organizations management must strive to avoid it or eliminate it completely.

2.3.2. The human relation view

The human relations position argued that conflict was a natural occurrence in all groups and
organization, since conflict was inevitable the in human relations school advocated acceptance of conflict

7
they rationalized its existence. It cannot be eliminated and there are even times when conflict may benefit
a group’s performance the human relations view dominated conflict theory from the late 1990s through
the mid-2010s [ CITATION Iva06 \l 1033 ] [ CITATION Rob06 \l 1033 ].

2.3.3. Interactions view

This is regarded as the current theoretical perspective on conflict according to Ivancevich and matteson
(2006:325) the interactions view is the realistic view of inter-group conflict. It states that conflict is not
only appositive force in organization, but some conflict is absolutely necessary for organizations to
perform effectively. It encourages conflict on the grounds that h harmonious peaceful tranquil and co-
operative organization may be prone to be coming static apathetic and non-responsive to the needs of
change and innovation [ CITATION rob06 \l 1033 ]

2.4. Source of conflict in organization

The main source of conflict in organization according to (MCShane and VonGlinov, 2010 in a given
situation contributed by more than one of the following factors.

Incompatible goals:- A common source of conflict is goal incompatibility. Goal incompatibility occurs
when one employee or departments personal or work goals seem to interfere with other persons or
departments goals.

Differentiation:- differences in personal values, attitudes perceptions, cultures, educational background,

and other related factors may result in conflict.

3. Task interdependence:- conflict tends to increase with the level of task interdependence. Task
interdependence exists when team members must share common inputs to their individual tasks need to
intact in the process of executing their works or receive outcomes (such as rewards) that are determined
partly by the performance of other. The higher the level of task interdependence, the greater the risk of
conflict, because there is a greater chance that each side will disrupt or interfere with the other side’s
goals. Different types of Interdependence can be:

Pooled interdependence – this is the weakest form of interdependence (other than interdependence), in
which work unities operate independently except for reliance on a common resources or authority.

Sequential interdependence – this occurs when the output of one person or unit is becomes the direct
input for another person or unit.

Reciprocal interdependence – this is the highest level of interdependence, in which work outputs
exchanged back and forth among individuals or work units. For example, bus drivers to operate to operate
the vehicles wisely so that their work is minimized.

8
4. Scarce Resources: - it generates conflict because scarcity motivates people to compete with other who
also need those resources to achieve their objectives. The results id that each groups goals interference
with the goals of other groups because there is no enough resource for everyone.

5. Ambiguous Rules: -ambiguous rules or the complete lack of rules-breed conflict, because uncertainty
increase the risk that one party intends to interfere with the other party’s goals. Ambiguity also
encourages political tactics, and in some cases, employees

Interfere-for all battle to win desiccations in their favor. This explains why conflict is more common
during mergers and acquisitions. Employees from both companies have conflicting practices and values,
and few rules have developed to minimize the maneuvering for power and resources on the other hand,
when clear rules exists employees know what to expect from each other and have agreed to abide by
those rules.

6 Communication Problems:- conflict often occurs as a results of the lack of opportunity, ability, or
motivation to communicate effectively. Let’s look at each of this case,

First, when two parties lack the opportunity to communicate, they tend to explain past behaviors and
anticipate future action. Unfortunately, stereotypes are sufficiently subjective that emotions can
negatively distort the meaning of opponent’s actions, there by escalating perceptions of conflict.
Moreover, with direct interaction, the two sides have less psychological empathy for each other.

Second, some people lack the necessary skills to communication diplomatic non confrontation manner,
when one party communicates its disagreement in an arrogant way, opponents are more likely to heighten
their perception of the conflict. Arrogant behavior also sends a message that one side intends to be
competitive rather than cooperatives. This attitude may lead the other party to reciprocate with a similar
conflict management style.

In effective communication can also read to third problem less motivation to communicate in the future
for example an accountant was verbal abused by an information services manager soon after he was hired
since than he was avoided the manager leaving some problems undetected and unresolved. Another
employee reported that the relationship with his manager deteriorated to such an extent that for five
months they communicated only by e-mail. There reaction aren’t surprising [ CITATION ste12 \l 1033 ].

2.5. Types of conflict

There are different types of conflict based on the parties involved in it. The following classification is
the commonly accepted ones.

9
 2.5.1. Intra-personal conflict
Interpersonal conflict is conflict, which occurs with ina person. It occurs when a motivated need is
blocked and people fail to reach their desired goals. This results in frustrations which normally triggers
defense mechanisms such as aggression, with drawl, fixation, or compromise [ CITATION Lut08 \l 1033 ].
Intra personal conflict can exist mainly in three forms, first, the approach-approach conflict where a
person is attracted to two, or more options but has to choose one.

In avoidance-avoidance conflict, one is faced with two, or more undesirable options but one must be
chosen.

The third one, known as the approach-avoidance option requires one to consider an option with both
attractive and unpleasant aspects [ CITATION Tho081 \l 1033 ].

2.5.2. Interpersonal conflict

Interpersonal conflict occurs between two or more people. It is a result of people interacting with one
another. The sources of interpersonal conflict include personal difference poor channels of
communication, role incompatibility, competition for scarce resources and differences in perception
[ CITATION Mon13 \l 1033 ].

Interpersonal conflict can result in both inter-group and organizational conflict. As people interact with
each other at their places of work, personal differences usually emerge. This is so because of the
uniqueness of every individual social back grounds individual traits and perceptions. This situation is also
aggravated by the structural nature of most organizations. Workers are inter-dependent and this usually
results in disagreements over the resources their roles and status, differing goals and poor communication
with one another.

2.5.3. Inter-group conflict

This type of conflict occurs between different groups representing personally relevant, cultural, or
political categories [ CITATION Tho18 \l 1033 ] the nature and gods of a group usually determine inter-
group conflict. Sometimes this conflict is functional for instance when it creates a crisis where individuals
as a group must try to work hard in order to accomplish their goals. At times when it is dysfunctional
group, or groups ‘can try to defend group interests at all costs even if such interests may be destructive to
other people.

2.5.4. Organizational conflict

Organizational conflict parse takes the form hierarchical functional, line-staff and formal-informal
conflict [ CITATION Lut081 \l 1033 ] conflict is hierarchical for instance when the board of director is in
conflict with top management functional conflict on the other hand, takes place between departments and
is mostly related to scarce resources communication break down and role incompatibility and different

10
goals. Line-staff conflict usually results from the question of who possesses authority and power. Formal-
informal conflict occurs between formal and informal organizations.

2.6. Conflict outcomes

According to [ CITATION Ran99 \l 1033 ] it’s not surprising that people normally associate conflict
management with reducing or removing conflict. However, task related conflict should be encouraged
under some conditions; conflict management isn’t necessarily about minimizing conflict. It regress to
interventions that alter the level and from of conflict in ways that maximize its benefits and minimize its
dysfunctional consequence. This sometimes means increasing the level of job-related conflict which helps
people recognize problems, identify variety of solutions and better understand the relevant issues. This
positive conflict encourages people to consider new perspectives and debate these emerging views.

Conflict also beneficial where intergroup conflict improved team dynamics within those unites. Teams
increase their cohesiveness and task orientation when they face an external treat conditions of moderate
conflict motivate team members to work more efficiently to words their goals, thereby increasing the
teams productivity.

Functional Vs Dysfunctional conflict outcomes

Generally, conflict out comes can be classified in to functional and dysfunctional. These can be discussed
over the next few paragraphs.

Modern views on conflict recognize that there are both negative and positive consequences of conflict.
Some conflicts support the goals of the group and improve its performance &productivity; these are
functional, constructive forms of conflict. Additionally, there are conflicts that hinder group performance
& productivity; these are dysfunctional or destructive forms of conflict.

Of course, it is one thing to argue that conflict can be valuable for the group, and another to be able to tell
if a conflict is functional or dysfunctional. The demarcation between functional and dysfunctional is
neither clear nor precise. No one level of conflict can be adopted as acceptable or unacceptable under all
conditions. The type and level of conflict that creates healthy and positive involvement towards one
groups at another time, be highly dysfunctional.

The criterion the differentiates functional from dysfunctional conflict is group performance &
productivity. Since groups exist to attain a goal or goals, it is the impact the conflict has on the group,
rather than on any individual, members, that determines functionality. Of course, the impact of conflict on
the individual and its impact on the group are rarely mutually exclusive, so the ways that individuals
perceive a conflict may have an important influence of its effect on the group. However, these need not be
the case, and when it is not, our focus will be on the group. So whether an individual group member
perceives a given conflict as being personally disturbing or positive is irrelevant.

11
For example, a group member may perceive an action as dysfunctional, in that the outcome is personally
dissatisfying to him or her. However, for our analysis, that action would be functional if it furthers the
objective of the group.

2.7. Conflict management strategies in the organizations

The management of inter group conflict is the process of channeling the level of conflict available in the
organization and taking appropriate constructive actions to solve or stimulate dysfunctional level of it and
achievement of overall organizational goals, effective conflict management involves eliminating or
reducing conflicts which are too high or dysfunctional for organizations performance & productivity or
stimulate conflicts to functional level there contributing positively to performance & productivity. It is
possible to conclude that it is the mismanagement of conflict rather than conflict itself that causes real
trouble in organization. Therefore a helpful approach for the manager is to manage it so that an
appropriate and effective means of achieving goals can be followed.

2.7.1. Strategy for conflict resolution in the organization

Conflict resolution involves just reducing or eliminating high level of conflict to attain moderate amount
of it.

Though there are different types of strategies. [ CITATION Ras13 \l 1033 ] lists three possible strategies
that can used

Win - lose strategy

Lose - lose strategy

Win - win strategy

With the win-lose strategy only one person wines while the other person suffers the humiliation of losing.
There is always loss of face by one of the parties involved. This method may varying slightly according to
the amount of authority used to force others in to compliance.

The lose-lose method is a "compromising" techniques in which everyone gains little but losses a lot by
compromising standards, qualities and other Important values, this strategy reflects the voluntarily. Both
the above mentioned strategies have several common features. This strong reliance on personalized power
in win-lose as well as lose-lose methods.

Both stress the fight between "us" and "them" rather than "we" against the common enemy.

The win-win approach is based on the philosophy that "everybody can win and nobody loses" this
involves realistic, goal oriented, problem solving efforts lending to decisions by consensus.

12
individual confront issues as they arise and in resolving them tend to be problem centered rather age
centered, together they attach, the common problems.

In the win-win strategy, each party sincerely endeavors not only to find solution but also to achieve
acceptance of the solutions.

2.7.2. Managing conflict through resolution

Based on the strategy conflict management resolution methods that management used to manage too high
conflict levels.

These are: - dominance suppressions, compromise and Integration, and problem solving.

Dominance/ supervision usually have two things in common. The First one is the repress conflict rather
than settle it, by forcing underground and secondly, they occur in different ways such as forcing,
smoothing and avoidance.

Forcing as its name suggests is technique where by resolution to conflict is "forced" upon the conflicting
parties when two parties have disagreement and one sees the other, both parties appear in court and the
judge imposes the resolution. In the same fashion, in a work environment a manager may play the role of
judge and force resolution on two coworkers who have a conflict.

One or both parties may be unhappy with the decision, but the conflict is at least officially resolved,
whereas smoothing is a more diplomatic way in that the manager minimizes the extend and importance of
disagreement. This technique emphasizes their differences; the basic belief behind smoothing is the
stressing shared view points on certain issues facilitates movements to awards a common goal.

Avoidance is just pretending to be aware that conflict exists, or refusal to deal with conflict by repeatedly
post points action until more information is available while avoidance may not bring and long run
benefits. It can be effective and appropriate strategy in some situations when the conflicts particularly
heated one. For example, temporary Avoidance the Involved parties on opportunity to cool down and
regain perspective

Compromise the second method for resolving inters group conflicts According to Mitchell and I, arson
(1997) "this strategy reflects a moderate desire a group both to attain its own preferred out comes and to
satisfy the concerns of the other groups involved in the conflict. Compromise emesis that the group is
willing to give up some, but not all, to what it desires in order that the other groups involved can satisfy
some of their concerns". Managers try to resolve conflict by convincing each party in the dispute to
scarify some objectives in order to gain others. The main forms of comprise are:- separation, arbitrations
and bribing.

13
Separation:- is a form of compromise in which opposing parties are kept apart until agree to a solution. In
the case of arbitrationon, the conflicting parties submits their case to an outside thirst partly to get it
resolved. It bring, on the other hand one party accepts some compensation in exchange for ending the
conflict.

The third method, problem solving reduces tension through face to face meeting of the conflicting groups.
The conflicting groups openly debate various issues and bring together all relevant information until a
decision has been reached, effective problem solving requires that the conflicting parties display a
willingness to work collaboratively toward an integrative solution that satisfies the needs of all concerned.
Problem solving is a desirable approach to conflict resolution but one that be extremely difficult to
implement effectively. The greatest obstacle which must be overcome is the win-lose mentality so often
characterizes conflicting groups.

Unless the parties involved can raise above such kind of thinking problem solving is not likely to be
successful.

The three types of integrative conflict resolution methods are consensus, confrontation and supper-
ordinate goals.

Consensus is a method or problem solving in which the conflict parities meet together to find the best
solution rather than to achieve a victory over each other

In confrontation; the opposing parities state their respective views, directly to each other in order to get
information that is needed to reach at decision. Whereas super ordinate goal technique involves
developing common set of goals and objectives and these goals and objectives cannot be attained without
the cooperation of the parties involved.

Infect they are unattainable by one group simply and superseded all other goals of any of the infidel
groups involved in the conflict.

2.7.3. Managing conflict through stimulation

As it is already mentioned, there are situations where conflict is dysfunctional because it is too high.
However, there are also situations in which there is an in sufficient amount of conflict. If the groups
become co placement because everything always operates smoothly, management may benefit from
stimulating conflict. Lack of any disagreement can lead to sub optimum performances including inferior
decision making. What management do to encourage conflict for constructive purpose?

This section examines three techniques that have been successfully to stimulate conflict to a functional
level. By intelligent use of organization’s communication channels a manager can stimulate beneficial
conflict. Information can be placed carefully in to formal channels’ to create ambiguity, re-evaluation or

14
confrontation. Information that is threatening can stimulate functional conflict in a department and
improve productivity& performance. Carefully planned rumors also can serve a useful purpose.

A technique widely used to "bring back to life” a stagnant organization or submit of an organization is to
hire or transfer individual whose attitudes, values and back ground differ from those of the groups present
members.

This is to ensure adversity of view point on the organization the third techniques stimulating
competition among groups involves the use of variety of incentives such as awards and bonuses for
outstanding performance in the organizations.

It properly utilized such incentives can help maintain a healthy atmosphere or competition that may
results in functional level of conflict. Lastly a conclusion can be made that conflict cannot ever be
eliminated entirely in organization.

Chapter three

3. Research methodology
A multi-method approach would be adopted drawing primary and secondary source. The
reason this is to be able to provide adequate discussion for the readers that was help them
15
 to understand more about the issues under investigation as well as the different variable
involve with it, the primary data for the study would be represented by the survey results
that would be acquired from the respondents.
This study was also employ both qualitative and quantitative approachesbecause
qualitative, it was try to find and build theories that was explain the relationship of one
variables with another variable through qualitative elements that do not have standard
measures such as behavior, opinions, and believes, and attitudes within the organizational
domain was analyzed. Qualitative approaches also employed because there was
characteristics that was expressed in different values. The interview and questionnaire
were administered to HalabaShukurBergrna FLOUR FACTORY to assess their opinion
on conflict.

3.1 Research design

The study was used descriptive research design in order to find facts and surveys enquiries of
different kinds.

The major purpose of this kind of research design is description of the state of affairs as it exists at
present.

On the basis of the required the researcher would use cross-sectional or one time research because of
time and financial limitation.

3.1.

3.2. Research setting

The study would be focused on impact on job related conflict on productivity in

HalabaShukurBergrnaflour factory.

3.3. Source of data

To accomplish this study both primary and secondary data sources would be employed.

Primary data: most Important data collection tools used in this study would be questionnaire (both
open & closed ended) and interview (both structured and unstructured) and would use as necessary.

Secondary data: necessary Information would be collected from available documents like books and
all kinds of published and unpublished material related to the topics.

16
3.4. Methods of data collection
Data in this study were gathered from two main sources these are primary sources of data and
secondary sources of data. Primary data was collected from Halaba ShukurBergrnaflour factory by
using self-administrated questionnaire and structured interview. Self-administrated questionnaire has
advantage of low cost, saving time; respondents have adequate time to give well answer. Validity,
reliability and accuracy. Unstructured interview would help them to express their feeling freely. The
self-administration questionnaires have both open and close ended questionnaires.

Open-ended questionnaire would help respondents to give their opinions precisely and own their
words, while closed-ended questionnaire are very convenient for collect factual data and usually easy
to analysis, since the range of potential answer are limited. The secondary sources of data would
acquire from the existing documents and published materials in the organization and from websites.

3.5. Sample and Sampling techniques

Target population of this study would be undertake on Halaba ShukurBergrnaflour factory which
have about a total of 85 employees of which 20 are permanent and the remaining 65 contract. Since it
is difficult to contact and include the entire population in the study.

Sampling technique that would be used is simply random sampling techniques. Therefore the size
would be 46employees as a sample from total employees of the factory (85). In which 95%
confidence level and 5% of margin of error from the population.

Sample size determination formula

This study would use simple random sampling by using the following samples size determination
formula.

(C.P Kohari( 2004)

Z 2 . P . Q. N
n = e2 ( N−1 ) Z 2 P. Q

Where; n: sample size

N: number of total population

Z: value of confidence level from Z-table

e: precise (error) margin of error

P: proportion of sample in the universe

17
 Total population of this study is 85 and the researcher would take 95% confidence level

Z 2 . P . Q. N
n = e2 ( N−1 ) Z 2 P. Q = 1.96 ¿ ( 0.5 ) ( 0.5 )( 85 ) ¿¿¿
2

3.8416× 0.25 ×85

= 0.84+ 0.9604

81.634
= 1.8004

= 46

3.6. Method of data analysis and Interpretation

Once all the required data was gathered, it is time to perform data analysis and prepare report on the
basis of the collected data taken. The data collection, description and other related activity had taken
more than two months. The collected data were processed, means editing, coding and classified on
the common characteristics that is descriptive.

Data analysis is the further transformation of the processed data to look for patterns relations among
the data group. in this study descriptive analysis (like percentage & tabulation) were used to analyze
the available data which refers to the transformation of raw materials in to a form that would make
easy to understand and present by using tabulation, and percentage.

3.7. Organization of the study

The study was divided into five chapters in order to provide clarity to coherence on the issues of
conflict on productivity in the cases of Halaba ShukurBergrnaflour factory.

The first chapter of the study was discussing about the Introduction part which contains background
of the study, statement of the problem, objective of the study, question :significance of the study:
scope and limitation of the study. It was also discuss the method and procedures used in the study.
The second chapter was discussing about the relevance of the study in the existing literature on job
related conflict.

The third chapter is the method of the study and sources of data and the forth chapter was
compromising data analysis and Interpretation. The last chapter consisted of summary, conclusion
and recommendation of the study.

The study was able to address the problem stated on the initial chapter of the study.

18
19
 Chapter four

4. Data analysis and presentation

This chapter is developed to analyze the data gathered through questionnaires to assess the actual
situation and together opinions of respondent with regard to job related conflict on productivity in Halaba
ShukurBergrnafour factory questionnaires were distributed for employees under different department.
Forty six (46) questionnaires were distributed randomly to 46 employees of flour factory which are found
in different department. Out of the distributed questionnaires 40 (87%) were appropriately filled and
collected 6 questionnaires uncollected. The collected data are briefly analyzed and interpreted using table
and percentages in the following section.

Part 1: personal information

4.1. General bio data of respondents

Every individual is unique due to differences in family back ground educational and value
system. These factor are generally responsible for shaping our values a source of conflict
whenever people interact with each other. Different values and beliefs can create tension
between individuals and groups in organizations. For instance the most common disagreement
between workers and management are usually caused by differences in values, attitudes and
beliefs.

The first part of the questionnaire requested the respondents about their personal information
(their general bio data. Accordingly the response of the respondents is developed on the table
below.

21
Table 4. 1 The Sex Marital Status and Age Group
Item No of Respondents Percentage (%)
Sex Male 36 90%
Female 4 10%
Total 40 100%
Marital Status
Single 23 57.5%
Married 17 42.5%
Total 40 100%
Age group 3
below 20 years 7.5%
20 – 35 20 50%
36 – 50 11 27.5%
Above 50 6 15
Total 40 100%

Source Own Survey 2020

As it is shown is the table1above 36(90%) of the respondents are males and10 (10%) of the
respondents are females. From this data the researcher can easily absorbed as most of the
organizations employees are males. With regard to respondents marital status 23(57.5%) of them
are single and 17(42.5%) of the respondents are married.

In addition to these when we look in to their age group, out of the total respondents, 3(7.5%) of
them are equal & below 20 years and 20(50% )of the respondent are between 20-35 years,
11(27.5%) of them are lies between an age group of 36-50 and the rest 6(15%) of the
respondents are aged above 50.

Table 4. 2 educational background and service year

Educational background NO of respondent Percentage (%)

22
 12 Complete 22 55
TVT School graduate 10 25
College diploma 4 10
First Degree 3 7.5
Second Degree 1 2.5
Above Second Degree 0 0
Total 40 100%
Experience (service year 0 -10 35 87.5
11 – 20 5 12.5
21 and above 0 0
Total 40 100%

Source Own Survey 2020

Regarding to the respondents educational background as developed in the above table 22(55%)
12grad complete0f the respondent are TVT school graduate, 10(25%) of the respondents are
college diploma holders 4(10%) of them are first degree graduate, 3(7.5%) of the respondents are
second degree holders and 1(2.5%) of the respondents are above second degree due to these the
researcher can say that must of they have good educational back ground indicating that the
employee are able to perform the job properly and efficiently. with regard to respondents years
of experience resembles that 35(87.5%) of the respondent have an experience of 0-10 years,
5(12.5%) of them have an experience of 11-20 years and the rest of 0(%) of the respondents NO
have an experience of 21 and above years.

Table 4. 3 department of employees

Department No of Respondent Percentage %
Planning and Finance 10 25%
Marketing, research & production 15 37.5%
Human resource 3 7.5%
Operational 8 20%
Procurement & service 4 10%

23
 Total 40 100%

Source: own survey 2020

Regarding to respondents Department as developed in the above table 10(25%) of the

respondent are found in planning and finance department, 15(37.5%) of the respondent are found
in marking, research & production departments 3(7.5%) of the respondent are found department
of human resource and 8(20%) of the respondents are found on operational department and rest
of the respondent 4(10%) of them are found in department of procurement and service.

4.2. Existence of conflict and perception on conflict

As it is already said in the introductory part and literature review part of this paper now a day,
conflict becomes an inevitable aspect of organization. So it is a doubtful for every organization
and almost every individual in an organization to get involved in conflict with people around
him/her due to different factors (structural, personal and communicational factors.)

Table 4. 4 existence of conflict

Item No of respondent Percentage
Have you ever encountered 23 57.5%
conflict with employees
Yes 17 42.5%
No
Total 40 100%

24
From the information given on the above table, 23(57.5%) of the respondents replied as they
have encountered conflict with people in work place and 17(42.5%) of then respond as they did
not faced conflict with people in work place

Table 4. 5 Existence of conflict

How often is the conflict happed No of Respondent Percentage %
Very often 10 25%
Often 23 57.5%
Rarely 7 17.5%
Total 40 100%
Source own survey 2020

Regarding from the information given on the above table the frequency of conflict,10 (25%) of
the respondent as they very often get in to conflict, 23(57.5%) of the respond as they often get in
conflict and the rest 7(17.5%) of the respondent are as they rarely get in to conflict

Table 4. 6 Perception of conflict (response of Employees)

Do you think all conflicts harm the factory? No of respondent Percentage %
Very strongly agree 20 50
Strongly agree 6 15
Moderate agree 11 27.5
Disagree 3 7.5
Total 40 100%

Table 4. 7 absence of conflict shows effectiveness of the factory

Does the absence of conflict shows effectiveness of the No of respondent Percentage

factory
Yes 17 42.5
No 23 57.5
Total 40 100%

Source: own survey 2020

As it is shown in the literatures part conflict states that the entire conflicts encounter by the given
organization may not hamper organizations overall efficiency and effectiveness. Rather there are
conflicts which enable the organization to attain and exceed the earlier set objectives. In any

25
case, the extent to which the organization can be benefited from conflicts is by large determined
by how the parties in the given organization perceive it. To this end, the above table 6 shows that
20 (50%) of the respondents are very strongly agree conflict harm the factory, 6(15%) of
respondents strongly agree conflict harm the factory 11(27.5%) of respondent moderately agree
and the rest 3(7.5%) of respondent perceives as all the conflicts do not harm the factory
efficiency and effectiveness. This data clearly shows that there is a problem on perception
conflict.

Respondents are also requested whether they think as absence of conflict shows effectiveness of
the factory. Accordingly 17(42.5%) of the replies as absence of conflict shows normality and
effectiveness of the organization. The rest 23(57.5%) of the respondent answered that absence of
conflict man organization may not reveal effectiveness of the organization. This information can
also be taken as a witness for the presence of problems on conflict perception.

4.3. sources of conflict

As stated in the literature review, there are three major sources of conflict are personal factors,
structural factors, communication factors. The respondents are asked about the source of conflict
is shown in the table 8 below.

Table 4. 8 the sources of conflict in the Factory

No Source of conflict No of Respondent Percentage %
1 Personal factors
Emotions 10 25 %
Value and ethics 9 22.5
Attitudes 8 20%
Personalities 2 5%
Skill differences 10 25%
Jealousy 1 2.5%
Total 40 100%
2 Structural factors No Respondent Percentage %
Goal difference 13 32.5%
Status in consistencies 8 20%
Scarcity of resources 7 17.5%
Interdependence 3 7.5%
Unclear job boundary 5 12.5%
Lack of relationship among the 2 5%

26
 authorities
Total 40 100%
3 Communicational factor No Respondent Percentage %
Distorted message 15 37.5%
Information over loaded 10 25%
Errors in perceptions 4 10%
Lack of communication skill 11 27.5%
Total 40 100%

Sources: own survey 2020

Regarding to the source of conflict in the factory’s personal factors (emotions of the individual,
values and ethics of the person, attitudes and perceptions, skills and responsibility diversity of
the person jealousy and the like) all of the respondent 40(100%) of them replied that all of those
factors are the personal sources of conflict in the factory.

Regarding to the sources of conflict in the factory is structural factors (goal differences, status in
consistencies, scarcity of resources, interdependence, unclear job boundary and relationship
among authorities’ and the like) all of the respondent 40(100%) answered that all of these
structural factors mentioned above are sources of conflict in an organization typically
HalabaShukurBergrnaflour factory regarding to the sources of conflict in the factory is a
communication factors. The major communication factors bring conflict in an organization
includes; Distorted message Information over loaded, Emotional state, lack of communication
skill, use of jargon. With this regard also, all of the solicited responds 40(100%) replied as if all
of their communication factors are the sources conflict in the factory.

In addition to the a fore mentioned three major sources of conflict, several other factors can also
cited as sources of conflict in the factory .These are: penalties, policies and procedures, reward
system, culture differences, less obedience, performance appraisal system and result and
assignment of task.

All of these factors are recognized by 40(100%) of the respondents as a possible sources of
conflict in the factory. Specially, penalties, reward system and problems on policies and
procedures are the upper most three reasons that are resulting in conflict in the factory.
Moreover, in this year the reward system problems increase employee’s turnover.

27
 4.4. Conflict out comes
The outcomes of any conflict can be functional or dysfunctional. A given conflict outcome is
functional if it results in some useful or beneficial out comes for the organization. The conflict is
dysfunctional if it brings some harmful out comes which may hampers the overall organizational
efficiency and effectiveness.

It’s described on the following table below.

Table 4. 9 functional and dysfunctional outcomes

No Conflict outcomes No Respondent Percentage %
1 Functional outcomes Promote organization 7 17.5
Motivate changes 13 32.5
Increases commitment 7 17.5
Lead to new ideas 3 7.5
Increases efficiency & 10 2.5
productivity
Total 40 100%
2 Dysfunctional Employees turnovers 9 22.5
Distorted group cooperation 7 17.5
outcomes
Resources wastages 8 20
Create negative climate 3 7.5
Diversions of energy from 3 7.5
work
Inefficiency 4 10
Increases dissatisfactions 4 10
Customs dissatisfaction 2 5
Total 40 100%

Sources: own survey 2020

28
According to the Information given above, there are large numbers of functional outcomes of
conflict. The typical ones are promotion of organizational utility, motivation of change,
increased commitment, and it can leads to now ideas and innovation. Accordingly, all 40(100%)
of the respondents repaired as all of these can be cited as a functional outcomes of conflict in the
organization.

The other question requested the respondents to identify dysfunctional outcomes of conflict. The
dysfunctional outcomes of conflicts incorporate employee turnover, customer dissatisfaction,
distorted group cooperation, increased job dissatisfaction, resources wastes, division of energy
from work, creation of negative climate and it also results in inefficiency. Accordingly 40(100%)
of the respondents replied as all of these can be taken as potential dysfunctional outcomes of
conflict in the factory. Specially, employee turnover, destroyed group cooperation and increased
job dissatisfaction becomes the major headache of the factory.

4.5. perceptions of conflict management tasks and styles

As stated in literature review different scholars stated as the fact that conflict management is a
difficult task to perform.

Actually this reality pertains to several reasons like difference in personality, cultural differences
between parties involved in conflict, lack of conflict management skill, difference in status
between all the parties.

Table 4. 10 perception of conflict management task

No Do conflict management is difficult No of Percentage %
task respondent
1 Yes 27 67.5%
No 13 32.5%
Total 40 100%
2 Why conflict management tasks are Respondent Percentage %
difficult task?
Different in personality 12 30%
Cultural differences among parties 18 45%
Lack of skill 6 15%
Different status among parties 4 10%
Total 40 100%

Source: own survey 2020

29
Accordingly, the respondents are asked about whether they think as if conflict management is
difficult task or not. Accordingly all of the respondents40 (100%) replied that it is difficult task
because of all the reasons mentioned in the table above.

Table 4. 11 conflict management style

Which conflict management No of respondent Percentage %
style do you think is best
Avoiding (Ignoring) 11 30
Negotiation 8 20
Integrating (cooperating) 5 12.5
Compromising 6 15
Third party Intervention 5 5
Dominating 2 5
Obliging (smoothing 2 5
Total 40 100%
Source: - own survey 2020

Regarding to conflict management practices the respondents are requested to identify the best
conflict management style 11(30%) of them replied that avoiding (ignoring) is bets, 8(20%) of
them are selected negotiation, 5(12.5%) selected integration (coordination),6(15%) of the
respondents selects compromising, 5(5%) of the respondent are answered third party
intervention,2(5%) and the rest2(5%) of the respondent selected obliging (smoothing). This
information is developed clearly intable 11 above.

4.6. Conflict management practice of thefactory

As previously stated in literature review, conflict management practice are different in different
organization due to difference sources.

Table 4. 12 factory conflict management practices

How do you evaluate conflict No of respondent Percentage %
management practice
Excellent 9 22.5%
Very /Good 7 17.5%

30
 Good 3 7.5%
Fair 6 15%
Poor 15 37.5%
Total 40 100%
Source: own survey2020

The respondents are asked about the conflict management practice of the factory, 9(22.5%) of
the respondent replied it is excellent 7(17.5%) of them said it is very good, 3(7.5%) of them
respond to them said good,6(15%) of respondents said that it is fair and the rest15(37.5%) them
said it is poor. From this we can say that majority of them respondents feel as the management
practice of them factory is very poor.

4.7. Outcomes of the conflict

As previously stated in introduction parties and literature review. The outcomes of conflict are
positive or negative.

Table 4. 13 outcomes of the conflict

No Does Conflict hinder cooperation
and coordination of activities? No of respondents Percentage %
1 Always 27 67.5%
Some times 13 32.5%
Total 40 100%
No How is the relationship between 7
employee and management
2 Positive 23 57.5%
Negative 17 42.5%
Total 40 100%
Source: own survey202

From the above table researcher conclude that 27(67.5%) of the above table said that conflict
hinder cooperation & coordination of activities and 13(32.5%) of the respondent answered that
conflict hinder sometimes cooperation & coordination of activities among employees &
management bodies.

Regarding to how is the relations ship between employee and management 23(57.5%) of the
respondent respond to positive replies that means sometimes conflict is important (functional) to
improve productivities & Increase the relationship between employee and management and
17(42.5%) of the respondent said that the conflict is negative (dysfunctional) to the factory and it
hinders the relationship between employee and management.

31
 4.8. Interview Analysis to top Manager
1. What are the main sources of conflict in the factory?

According to the interview conducted with the manager said the main sources of conflict in the
factory is during practical skill wastage of raw materials of production. Although conflict arise
when employees who are not come on time to work place, absence of workers from work
without any factual resources.

2. What kind of conflict solving mechanisms / management did in the factory?

-According to the manager information say that

-Orientation usually require prior to the allocation accommodation, intervention between

conflicting workers and negotiation method.

3. Is there any conflict that brings or has positive impact on the factory productivity? He said that

-Sometimes yes! Some conflict enables us to identify problems and enables us to adjust plan. In
general may people described conflict as harmful and restrictive. Therefore, conflict is
identifying as negative or positive based on its result.

32
 CHAPTER FIVE

5. Summary, conclusion and recommendation

5.1. Summary of major findings

In this section on the base of analysis of the previous chapter, the following summarized out of
40 respondents 90% of the sample surveyed for the study was male and 10% of the sample was
female.

 According to respondents most employees of the factory are single or not married.
 As per the employee’s response majority (50%) of the employees of the factory are lies
between 20-30 year age groups. This implies that the factory has productive work force.
 Majority (55%) of the worker in the factory had 12 grade completed.
 Majority (87.5%) of the employees in the factory had an experience of (0-10) years.
 Majority (37.5%) of the factory’s employee found in marketing ,research and production
department.
 Large numbers of respondents were argued conflict from harms the factory very strongly.
 57.5% of 40 respondents answered the absence of conflict in organizational may not
reveal effectiveness of the factory.
 Most sources of personal factors leads to conflict in the factory are emotional factor,
value and ethics, attitudes and skill differences between employees of the factory.
 Majority (32.5%) of the respondents replied goal difference was structural factor
leads employees into conflict in the factory
 From communicational factors disseminating distorted message covers (37.5%)
from other communicational factors in the factory.
 Majority (32.5%) of the respondents said that the functional (job-related conflict)
had positive impact on organizational productivity by motivating changes of the
factory. But functional conflict had negative impact on organizational by turn
over the employee of the factory.
 Majority (67.5%) of respondents said that perception of conflict management task
was difficult because different individuals has different in personality , cultural
differences, lack of conflict management skill and differences in status between
all the parties.

33
  Majority (37.5%) of respondents said conflict management practice of the factory
was pool.

5.2. Conclusions
Based on the analysis the following conclusions are drawn.

Most of the individuals recognize all conflicts as harming the factory, some of the individuals
have not yet tried to induce conflict among individuals and some of the individuals relate
Absence of conflict in the factory with its effectiveness. This implies that a great problem on
perception of conflict.

The study revealed that this factory experiences a great deal of interpersonal conflict due to the
nature of their work. Conflict based on differing goals, such as the resources and reward related
conflict, was found to be very common.

The study revealed that values and ethics, Attitudes and skills difference is the main cause of
conflict results from factors such as personal factors. This shows personal factors are one of the
source of conflict in the factory.

The study revealed that scarcity of resources, lack of relationships; interdependency and goal
difference were the main causes of conflict. This shows structural factors were one of the source
of conflict in the factory.

The study revealed that distorted message, lack of communication skill and Information over
loaded were also the cause of conflict in the factory. This shows communicational factors were
one of the sources of conflict in the factory.

Increased rate of turnover, resources wastage, in efficiency and job dissatisfaction are clearly and
frequently observed outcomes of dysfunctional conflict in the factory. This shows factory’s top
management didn’t realize that consequences of dysfunctional conflict.

The factory has not ever prepared any special training program on conflict management related
issues. This shows that the top management lacks knowledge as to training plays an important
role to manage conflict.

34
Even if factors such as the nature of the conflict and its outcome may influence the choice of a
conflict handlings style, the factory management styles to solve the existing problems. I can
conclude from this, the conflict management practice of the factory is very poor.

5.3. Recommendations
Based on the information conclude above, the following recommendations are for warded:

 The factory should create some special programs in which its employees develop a
harmonies relationship among themselves. These programs are like special parts and
recreational tours.
 The factory should also appreciate asocial relationship among workers and the top
management of the factory are supposed to play figure head role by appearing on special
occasions for the employees.
 The factory should prepare several programs to orient employees about their rights and
obligations.
 There must be clearly set job boundary for all units and individuals operating in the
factory in order to avoid a conflict results from presence of unclear job boundary.
 There should be clear demarcation for those workers which are performed
interdependently and there should be rules and regulations for setting disputes which
arise from work interdependence.
 Managers in the factory should have to equip themselves with a mechanism to settle
emotional expressions and feelings and an appropriate remedy should be taken
accordingly.
 All the necessary information should be disseminated to the employees timely to avoida
conflict a rise because of information’s late delivery.
 The factory should have to prepare a special training program for its management bodies
in order to provide basic information about conflict and how to manage it.
 The management of the factory should have to strive hard in order to improve its conflict
management efficiency by implementing the conflict management styles suitable for
solving the conflicts encountered timely.

35
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Robinns, S. P. (1990). Organizational Behavior (4th ed.).

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ii
 Appendix

New Global Vision College

Department of Business Administration

Questioner on job related conflict on productivity to be follows by employee & employer.

Dear/sir/madam

This questioner is filled only for educational purpose .It has not connection with other governmental
agencies .your honest and kind cooperativeness certainly have significant effect on the result of the
research.

Instruction

A. There is no need to write your name

B. You may have more than one answer for some question
C. Put ‘’X’’ in the box which you choose.

Part i: Personal information

1. Sex Male Female

2. Age group below 20 year 20-35 36-50 above 50

3. Educational background

12 grade complete TVET school graduate College diploma First

degree

Second degree above Second degree

4. Marital status

iii
 Single Married Divorced Widowed

5. Department

Planning and Finance Marketing, research & production HRM

Operational Procurement & service

Other__________________

6. Service year

0-10 11-20 21 and above

Part ii: research topic related question

1 Have you ever encountered conflict with employees in your work place? Yes No

1. If the answer for question number 1 is yes how often is it?

Very often moderately often rarely

2. With employees of which department have you got in to conflict?

Operational Marketing, research & production Planning and Finance

HRM Procurement & service other please

specify________________

3. All the conflict harms the organization?

Very strongly agree strongly agree moderately agree

Disagree Very strongly disagree

4. If there is no conflict within your factory, do you think this impels that the factory is effective?
Yes No

5. How often conflict occurs in your factory?

Very frequently not frequently frequently

iv
 Other please specify _____________________

6. Which of the following personal factors can be a source of conflict in your factory ?
Emotions Attitudes skill difference values and ethics

Personalities Jealousy other please specify _________________________

7. Which of the following structural factor can be source of conflict in your factory y?
Goal difference Interdependence unclear job boundary Status in
consistencies Scarcity of resource relationship among the authorities
8. Which of the following factor is functional outcome in your factory
Promote organization motive changes
Increase commitment lead to new idea
9. Which of the following factors dysfunctional outcome in your factory
Distorted Group Corporation
Resource wastage
Create negative climate work
Diversification of energy frame work
In efficiency
Increase dissatisfaction
Customer’s dissatisfaction
10. Do you think that conflict management is difficult task?
Yes No

11. If your answer for question above is yes way?

Because of difference in personalities
Because of cultural difference between the parties involved in conflict
Because of lack of skill in conflict management
Because of difference in statues among parties involved

Other please specify __________________________________________

12. Which of the following conflict management system mostly used in your factory?
Avoiding Compromising Dominating

Obliging

v
 Third part intervention negotiation integrating (cooperation)

Other (please specify) ______________________________

13. How do you evaluate the conflict management practice the factory?
Excellent Very good Good Fair poor

14. Does conflict hinders cooperation and coordination of activates?

Always sometimes does not hinders

15. How is the relationship between employee and management?

Positive Negative no answer

16. What is the effect of Job related conflict on productivity?

Positive Negative

Part II:Interview question for manager

What are the main sources of conflict in the facto

1. does absence of job related conflict impact productivity ?

YES NO

2. How job related conflict can impact on productivity?

3. How hiving of diversifiable employee can leads to conflict and impact on productivity?

4. Is the a hiring of diversifiable employee affect productivity?

YES NO

............................................................................................................................................................
..........................................................................................................

2. What kind of conflict solving mechanisms / management did in the factory?

vi
............................................................................................................................................................
.................................................................................................................................

3. Is there any conflict that brings or has positive impact on the factory productivity?

............................................................................................................................................................
....................................................................................................................................

vii
 New Global Vision College
Department of Business Administration

THE IMPACT OF JOB RELATED CONFILICT ON

PRODUCTIVITY (THE CASE OF HALABAKULITO
TOWEN SHUKUR BERGRNA FLOUR FACTORY)

By: GIRMA FIKADU

June, 2021

SHASHEMENE, ETHIOPIA

viii
THE IMPACT OF JOB RELATED CONFILICT ON
PRODUCTIVITY (THE CASE OF HALABAKULITO
TOWEN SHUKUR BERGRNA FLOUR FACTORY)

By: GIRMA FIKADU

Advisor: Yilma G. (Dr.)

A Master’s Thesis Submitted to New Global Vision College, Department of Business

Administration in Partial Fulfillment of the Requirements for Mater Degree in Business
Administration

June, 2021
SHASHEMENE, ETHIOPIA

ix
 New Global Vision College
Department of Business Administration

THE IMPACT OF JOB RELATED CONFILICT ON

PRODUCTIVITY (THE CASE OF HALABAKULITO
TOWEN SHUKUR BERGRNA FLOUR FACTORY)

By: GIRMA FIKADU

Approved by Board of Examiners:

__________________ ________________ ______________

Advisor Signature Date

__________________ ________________ ______________

Internal Examiner Signature Date

__________________ ________________ ______________

External Examiner Signature Date

x
 THE IMPACT OF JOB RELATED CONFILICT ON
PRODUCTIVITY (THE CASE OF HALABAKULITO
TOWEN SHUKUR BERGRNA FLOUR FACTORY)

Master’s Thesis presented by:

(GIRMA FIKADU)

June 2021

SHASHEMENE, ETHIOPIA

xi
 THE IMPACT OF JOB RELATED CONFILICT ON
PRODUCTIVITY (THE CASE OF HALABAKULITO
TOWEN SHUKUR BERGRNA FLOUR FACTORY)

Master’s Thesis presented by:

(GIRMA FIKADU)

Advisor : Yilma G. (Dr.)

A Master’s Thesis Submitted to New Global Vision College,

Department of Business Administration in Partial Fulfillment of the
Requirements for Master Degree in business administration

June 2021
SHASHEMENE, ETHIOPIA

xii