Conflict Management Strategies and Organizational Performance of Oil and Gas Firms in Rivers State

Abstract

This study examined the relationship between conflict management strategies and organizational performance in oil and gas firms in Rivers State. The study adopted correlational survey research design. The population of the study constitutes the elements within the study unit. The population of the study comprised twenty-five (25) oil and gas companies. The data for this study were collected through primary data source; the questionnaire was the instrument used in collecting primary data. A total of one hundred and twenty-five copies of the questionnaire were distributed in a frame of 5 copies per firm. Reliability analysis was performed on the data using the Cronbach Alpha coefficient and it stood at 0.88. The data collected for the study were analyzed through descriptive and inferential statistics. The Spearman Rank-Order Correlation was adopted. The findings revealed a significant relationship between accommodation strategy and organisational performance of oil and gas firms in Rivers State. Also, a strong significant linear relationship was revealed between collaboration strategy and organisational performance of oil and gas firms in Rivers State. The study concludes that oil and gas firms should embrace collaboration and accommodation strategy as preferred strategies for effective conflict management within the organizational context. The study recommends that oil and gas firms should focus on increasing the utilization of conflict management strategies like collaboration and accommodation strategy to increase organizational performance.