INTEGRATION AS A CONFLICT MANAGEMENT STYLE AND EMPLOYEE BONDING IN SELECTED ORGANISATIONS IN THE NIGER-DELTA AREA OF NIGERIA
Organisations in Nigeria are faced with conflict management challenges with its attendant consequence on employee bonding which impacts negatively on the organisations' performance. This research therefore established the nature of the impact of integration conflict management styles on employee bonding in Nigeria with particular emphasis on the Niger Delta. The objective of the study is to identify the impact of integrating as a conflict management style on employee bonding in organisations. Survey research design was adopted for the study and the population of the study was 29,570 with a sample size of 506 respondents drawn from five major organisations operating in the Niger Delta participated in the study using Cochran (1963) formula. To ensure the soundness of the research instrument, the content validity was used to test for the validity of the instrument while the Split-halves method was used in testing for the reliability of the instrument. In testing the research hypothesis formulated in line with the specific objective, the F-test statistical tool was applied. The findings indicated that there was a significant positive impact of integrating, as a conflict management style on employee bonding in organizations in the Niger Delta (F = 640,530; t = 2.128; p =.000 < 0.05; r = 841). The study concluded that managers in organisations in Nigeria should rely more on the use of integrating conflict management styles to boost and sustain employee bonding. The study recommended that managers in organisations in Nigeria should eliminate the use of the dominating and avoidance conflict management style as it always satisfies only the interest of the organisation at the expense of the employees and thereby leads to unresolved conflict.
Keywords: Conflict Management Style, Employee Bonding, Nigeria Organisation.
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