Organisational Conflict and Employee Performance: A Case of Kampala International University- Main Campus

Abstract

The study examined organizational conflicts and their effects on employee performance using Kampala International University (KIU) Main campus. The study aimed at establishing the various types of conflicts, their main causes, potential areas of conflicts and the effects conflicts have on employee performance. Three methods of data collection were used to study 100 respondents namely self-administered questionnaire, formal and informal interviews. The study found out that there are five types of conflicts at KIU. These include intrapersonal conflicts, interpersonal conflict, intra faculty conflicts, inter faculty conflicts and inter organizational conflict. Secondly the study found out that there are several causes of conflict at KIU among which are absence of materials for staff use, interference of top management in day to day activities of the university, centralized decision making, lack of employee empowerment, cultural differences which cause mistrust and suspicion, conflicting roles and responsibilities due to job ambiguity and failure of the university to pay lecturers for overload. Thirdly potential areas for more conflicts at KIU abound and unless they are addressed immediately, they may culminate into more conflicts either in the short or long run or both. Fourthly, most (over 95%) of staff at KIU believe that conflicts have led to unnecessary stress, blockage in communication, lack of cooperation, increased sense of distrust and suspicion, staff absenteeism due to demoralization, loss of morale and lack of a sense of belonging. To overcome the following, KIU should ensure good planning for the scarce resources, clarify what each individual is expected to accomplish, train employees in conflict management, reduce unnecessary interferences of top management in lower management affairs and streamline the administrative machinery of the university.