Conflict Management Practices in Public Universities in Ghana: A Case of Simon Diedong Dombo University of Business and Integrated Development Studies, Wa

Abstract

Conflicts have plagued many public universities in Ghana as across the globe. Apparently, the strategies used in managing these conflicts make their outcomes either destructive or productive. Consequently, this thesis interrogated the types, causes, effects and strategies targeting the management of conflicts in SD Dombo University of Business and Integrated Development Studies. In all, 25 participants were selected using the Simple Random Sampling and purposive sampling techniques. Primary data were generated through Interviewer-administered questionnaires. Qualitative data were analysed thematically while descriptive statistics was employed to make sense of the quantitative data. The likert scale was employed to probe into quantitative generated information. The study found four broad categories of conflicts namely, intra-personal, interpersonal and inter-group and interfaculty conflicts with the dominant types being inter – groups and intrapersonal conflicts confronting the institution. The study revealed that communication barrier, spreading of false information about colleagues, dependence on scarce resources, unfair treatment of staff, favoritism/tribalism, limited resources, task interdependence, poor rewarding system and mounting of programmes were the predominant causes of conflict in the study institution. The leading cause was found to be favouritism/tribalism. The study found that conflicts demotivate individuals and groups and lead to apathy and low commitment to work (32%) and also create tension and disharmony among staff members leading to late submission of examination results (16%). The study further revealed that conflicts in the institution serve as a catalyst to finding solutions to the weaknesses inborn in the system thereby improving staff performance, peaceful co-existence and positive development (20%). These forms of conflicts were found to have been generally non-violent in nature and not too bad (72%). Avoidance, accommodation, collaboration, compromise and competition were found to have been productively used in managing conflicts. It is suggested that there is the need for management of the University to educate staff on the need for tolerance in a multi-cultural working environment. Differences in educational background, cultural orientations, religious affiliation and social status, among others, should not be exploited to generate hatred as found by the study.