Conflict Management Strategies and Employee Job Satisfaction: An Empirical Study of Federal and State Ministries in Rivers State

CONFLICT MANAGEMENT STRATEGIES AND EMPLOYEE JOB SATISFACTION: AN EMPIRICAL STUDY OF FEDERAL AND STATE MINISTRIES IN RIVERS STATE

ALASIN CAPTAIN BRIGGS

Department of Political Science, Faculty of Social Sciences

Ignatius Ajuru University of Education, Rumuolumeni, Port Harcourt

Rivers State

ABSTRACT

This study examined conflict management strategies and employee job satisfaction in state and federal ministries in Rivers State. The objective was to examine the effect of conflict management strategies on employee job satisfaction. Questionnaire was administered to staff of Federal and State ministries, a sample size of 200 employees was randomly selected from the ministries. Data were analyzed using the descriptive statistics, correlation statistics and inferential statistics. The study examined the effect of compromising strategy, avoiding strategy, accommodating strategy and dominating strategy and employee job satisfaction, the study found and concludes that there is significant relationship between compromising, avoiding, accommodating and dominating conflict management strategies and employee job satisfaction in the federal and state ministries in Rivers State. It recommended that government should incorporate conflict management orientation strategies to help shape the thinking of the employees towards accommodating one another and enhancing job satisfaction of the employees and conflict should properly be managed in the organizations to avoid negative effect on employee job satisfaction. There should be strategies of meeting employees’ needs to avoid conflict from employees.

Keywords: Conflict Management Strategies, Employee Job Satisfaction, Federal and State Ministries

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Briggs, A.C (2022). Conflict Management Strategies and Employee Job Satisfaction: An Empirical Study of Federal and State Ministries in Rivers State. International Journal of Research in Education and Sustainable Development, 2(2), 71-88. Available online at: https://www.ijaar.org/articles/ijresd/v2n2/ijresd-v2n2-Feb22-p2205.pdf

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