| Title : | Conflict management styles and employee commitment : a case of Nepalese commercial banks | | Material Type: | printed text | | Authors: | Barsha Shrestha, Author | | Publication Date: | 2017 | | Pagination: | 97p. | | Size: | GRP/Thesis | | Accompanying material: | 10/B | | Languages : | English | | Descriptors: | Conflict management
| | Class number: | 658.4 | | Abstract: | Conflict is as inevitable as change seems to be. When employees interact during the course of completing their tasks and responsibilities there is always a potential for conflict. In fact, it is virtually impossible for people with diverse background skills and norms to work together, make decisions, and try to meet personal and organizational goals and objectives without conflict. Today’s managers must identify, analyze and evaluate both positive and negative values of conflict and their effect on performance and commitment of the employees. If conflicts are managed properly by applying the best course of action, the organization can increase its performance in terms of utilizing the scarce resources and achieving the organizational objectives. Conversely, unmanaged conflict negatively impacts both employee satisfaction and performance. Timely management of conflict has the potential of improving employee satisfaction and job performance.
Dobkin and Pace (2006) stated that compromising style can boost commitment among employees as it encourages the employees to work together to manage conflict among them. According to Green and Marks (2001), compromising style gives team members a better understanding of the others in the team and as a result it enhances commitment among employees towards the organization. Ndulue and Ekechukwu (2016) revealed that there is a positive and significant relationship between accommodating style of conflict management and employee performance.
Ahmad and Marinah (2013) stated that the collaborating style of conflict management plays a major role in enhancing commitment towards the organization. Nik and Sharmin (2011) found that collaborating style results in minimum conflict which leads to increase in employee performance in the organization. Gull et al. (2012) revealed moderate effect of competitive conflict management style on employee performance. Collaborative and competitive styles have positive effect on employee productivity and team effectiveness.
The relationship between conflict management styles and employee commitment has been widely analyzed. Employee commitment and employee performance are selected as the dependent variables. Collaborating style, compromising style, accommodating style, avoiding style and competitive style are the independent variables. The main objective of the study is to to examine the impact of conflict management styles on employee performance and employee commitment in Nepalese commercial banks. The other specific objectives are to assess the impact of compromising styles on employee performance and employee commitment in Nepalese commercial banks, to examine the impact of accommodating and avoiding styles on employee performance and employee commitment in Nepalese commercial banks, to know the relationship of collaborating and competitive styles with employee performance and employee commitment in Nepalese commercial banks, and to know which conflict management styles plays an important role in enhancing the employee performance in Nepalese commercial banks.
The primary source of data is used to assess the opinion of employees on conflict management styles and their impact on employee performance and employee commitment. The survey is based on 160 respondents from 22 commercial banks in Nepal. The questions were asked in the form of Likert scale questions. The Likert scale questions of different variables on conflict management styles, employee performance and employee commitment were measured in 5 point scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as correlation analysis and regression analysis.
The result of the study shows that collaborating style, compromising style, accommodating style, avoiding style and competitive style have positive impact with employee commitment in the Nepalese commercial banks. The impact of collaborating style, compromising style, accommodating style, avoiding style and competitive style are positively significant with the employee performance in the Nepalese commercial banks.
Collaborating style has the highest weighted mean value which reveals that it is practiced effectively in Nepalese commercial banks. Likewise avoiding style has lowest weighted mean value which indicates that avoiding style practices are not effectively followed in Nepalese commercial banks. The beta coefficient of collaborating style, compromising style, accommodating style, avoiding style and competitive style are positive when regressed on employee commitment and employee performance.  
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Conflict management styles and employee commitment : a case of Nepalese commercial banks [printed text] / Barsha Shrestha, Author . - 2017 . - 97p. ; GRP/Thesis + 10/B. Languages : English | Descriptors: | Conflict management
| | Class number: | 658.4 | | Abstract: | Conflict is as inevitable as change seems to be. When employees interact during the course of completing their tasks and responsibilities there is always a potential for conflict. In fact, it is virtually impossible for people with diverse background skills and norms to work together, make decisions, and try to meet personal and organizational goals and objectives without conflict. Today’s managers must identify, analyze and evaluate both positive and negative values of conflict and their effect on performance and commitment of the employees. If conflicts are managed properly by applying the best course of action, the organization can increase its performance in terms of utilizing the scarce resources and achieving the organizational objectives. Conversely, unmanaged conflict negatively impacts both employee satisfaction and performance. Timely management of conflict has the potential of improving employee satisfaction and job performance.
Dobkin and Pace (2006) stated that compromising style can boost commitment among employees as it encourages the employees to work together to manage conflict among them. According to Green and Marks (2001), compromising style gives team members a better understanding of the others in the team and as a result it enhances commitment among employees towards the organization. Ndulue and Ekechukwu (2016) revealed that there is a positive and significant relationship between accommodating style of conflict management and employee performance.
Ahmad and Marinah (2013) stated that the collaborating style of conflict management plays a major role in enhancing commitment towards the organization. Nik and Sharmin (2011) found that collaborating style results in minimum conflict which leads to increase in employee performance in the organization. Gull et al. (2012) revealed moderate effect of competitive conflict management style on employee performance. Collaborative and competitive styles have positive effect on employee productivity and team effectiveness.
The relationship between conflict management styles and employee commitment has been widely analyzed. Employee commitment and employee performance are selected as the dependent variables. Collaborating style, compromising style, accommodating style, avoiding style and competitive style are the independent variables. The main objective of the study is to to examine the impact of conflict management styles on employee performance and employee commitment in Nepalese commercial banks. The other specific objectives are to assess the impact of compromising styles on employee performance and employee commitment in Nepalese commercial banks, to examine the impact of accommodating and avoiding styles on employee performance and employee commitment in Nepalese commercial banks, to know the relationship of collaborating and competitive styles with employee performance and employee commitment in Nepalese commercial banks, and to know which conflict management styles plays an important role in enhancing the employee performance in Nepalese commercial banks.
The primary source of data is used to assess the opinion of employees on conflict management styles and their impact on employee performance and employee commitment. The survey is based on 160 respondents from 22 commercial banks in Nepal. The questions were asked in the form of Likert scale questions. The Likert scale questions of different variables on conflict management styles, employee performance and employee commitment were measured in 5 point scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as correlation analysis and regression analysis.
The result of the study shows that collaborating style, compromising style, accommodating style, avoiding style and competitive style have positive impact with employee commitment in the Nepalese commercial banks. The impact of collaborating style, compromising style, accommodating style, avoiding style and competitive style are positively significant with the employee performance in the Nepalese commercial banks.
Collaborating style has the highest weighted mean value which reveals that it is practiced effectively in Nepalese commercial banks. Likewise avoiding style has lowest weighted mean value which indicates that avoiding style practices are not effectively followed in Nepalese commercial banks. The beta coefficient of collaborating style, compromising style, accommodating style, avoiding style and competitive style are positive when regressed on employee commitment and employee performance.  
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