Workplace Conflict Management Strategies as Predictors of Employee Performance: Evidence from Abim District Local Government - North Eastern Uganda

Abstract

Purpose: This study sought to examine the predictive effects of accommodation, compromising and negotiation conflict management strategies on employee performance in Abim District Local Government in North Eastern Uganda. Anchored on Thomas Kilman’s Conflict Mode Instrument and the goal-setting theory, the study provides empirical evidence to inform theory, managerial practice and policy formulation in state institutions in developing economies. Methodology: An explanatory sequential research design was deployed by this study. A sample size of 237 was generated using purposive and stratified proportionate sampling. Research data was collected using questionnaires and interview guides after rigorous quality control testing. The SPSS version 21 data analysis software was deployed for data analysis. Descriptive statistics were generated for demographic characteristics, conflict management, and employee performance constructs. Correlation and linear regression analysis were undertaken to ascertain the strength and direction of the relationship between conflict management strategies and employee performance, as well as the influence of the former on employee performance respectively. Findings: The study reported significant positive correlations between compromising (r=0.437, p<0.01), negotiation (r=0.413, p<0.01) and accommodation (r=0.639, p<.01) and employee performance respectively. Similarly, the multiple regression results asserted that accommodation (R2=40.8≈41, p<0.001), compromising (R2=18.7≈19, p<0.001), and negotiation (R2=16.6≈17, p<0.001) significantly predicted employee performance in Abim District Local Government. Unique contribution to theory, practice and policy: This study underscores the critical role of workplace conflict management strategies in predicting employee performance outcomes in decentralised governance systems of emerging economies. Theoretically, it advances Thomas Kilman’s Conflict Mode Instrument by quantifying how conflict management strategies predict staff performance outcomes, reinforced by the goal-setting theory. Policy-wise, the study recommended the deployment of robust conflict management frameworks supported by continuous capacity-building initiatives at District Local Governments in order to enhance staff capacity to effectively detect, investigate and resolve workplace conflicts.