Evaluating the Effectiveness of Managing Workplace Conflict Management in Nigerian Universities A Case Study of Kogi State University, Anyigba, Nigeria

Abstract

This study assesses the effectiveness of managing workplace conflicts in Kogi State University, Anyigba, Nigeria. A mixed-methods approach and survey design was employed, combining quantitative and qualitative data collection and analysis methods. The main objective of the study is to assess the effect of collective bargaining on workplace conflict management in Nigeria Universities, focusing on Kogi State University Anyigba The population considered for this study is the Academic Staff Union of Universities (ASUU) members, the Non-academic staff union (NASU), and the Senior Staff Association of Nigerian Universities (SSANU) from the Kogi State University Anyigba. Summing them up therefore the total number of these individuals is 4013. Hence 4013 constituted the total population of this study. This study employed the “Modern Management Theory," theory propounded by Mary Parker Follet who believed that management was "the art of getting things done through people. The result of hypothesis one shows that the p-value is 0.000 at 5% significance level; this means that the Null Hypothesis is rejected and the study concludes that Collective bargaining has a significant effect on conflict management in Kogi State University Anyigba. The result of hypothesis two shows that the p-value is 0.000 at 5% significance level this means that the Null Hypothesis is accepted and the study concludes that the collective bargaining strategy is not effective in workplace conflict management at Kogi State University Anyigba. The study recommends that the University should re-evaluate its current collective bargaining strategies to ensure they are more effective in managing workplace conflicts. This might include involving more diverse stakeholder groups in the bargaining process to improve effectiveness. The University should implement conflict resolution training programs for both academic and non-academic staff to enhance their capacity to engage in constructive bargaining and negotiations.