Organizational-Based Conflict and Its Consequences to the Provision of Quality Water and Sanitation in Uganda

Abstract

Organisational-based conflict affects almost every aspect of an organisation, ranging from employee motivation, employee output, and the rate of staff turnover. When such conflict is mismanaged or neglected, it hinders organisational performance, and the reverse is true. This study aimed to review the consequences of organisational-based conflict on service delivery in Uganda. Issues surrounding the distribution of power and resources between local governments and the central government remain contentious, with local leaders frequently protesting perceived overwriting by the central authorities in matters related to development and resource allocation, a perception, which translates into full-blown central-local conflict. Also, competition for limited resources frequently leads to conflicts among various departments, ministries, and agencies seeking the same allocations. We particularly focused on three forms of conflict, namely political, resource-based, and role. Obtainable literature suggests a high prevalence for each of the three, even if their consequence to service appear to manifest differently at different levels. Specifically, resource-based conflicts are not solely driven by scarcity but are significantly influenced by governance practices and perceptions of equity in service delivery; political conflict is characterized by disruptions, governance adaptability, inequality, and the power of social cohesion, which affect water and sanitation service delivery; and, role conflict generates friction within teams, negatively affecting collaboration and communication because when team members are unclear about their roles, it leads to coordination issues, thereby creating inefficiencies that further impair the service delivery process. Increased organisational awareness about the causes and consequences of conflict can enhance conflict mitigation strategies in local governance.