Influence of Conflict Management Styles on Organizational Performance: A Case of Jumuia Resorts, Kenya

Abstract

Managing workplace conflict is one of the most challenging tasks faced by managers in organizations, and Jumuia Resorts are not exceptions. Conflicts often occur at the Resorts with positive and negative consequences, the negative side being more prevalent. A high rate of employee turnover is a typical example of such consequences. The objective of the study was to examine the influence of conflict management styles on organizational performance in Jumuia Resorts. The study used descriptive survey design, while collecting data through census method. Questionnaires were used in the collection of the data. A population of 116 employees of Jumuia Resorts was identified which included top management, middle level and lowest cadre staff.  The representation of data was done by use of pie charts, bar charts and frequency distribution tables that aided the researcher in arriving at a descriptively meaningful analysis of the results. The study found that Jumuia Resorts adopted the conflict management styles of avoiding, accommodating, competing, and collaborating in varying contexts. The study further found that these styles of conflict management significantly influence organizational performance differently. The study recommends that the management of the Jumuia Resorts to organize training on conflict management styles for their employees to have a better knowledge of managing conflict.