THE RELATIONSHIP BETWEEN CONFLICT MANAGEMENT STYLES AND EMPLOYEE JOB SATISFACTION IN HIGHER INSTITUTIONS OF LEARNING: A CASE OF MAKERERE UNIVERSITY

Abstract

This study intended to establish the correlation between conflict management styles and employee job performance at Makerere University. This was prompted by persistent conflicts and low employee job performance in the institution. The study specifically examined the relationship between collective bargaining, accommodating conflict management style, confrontational conflict management style and employee job performance at Makerere University. Using a cross sectional survey design, data was collected from 249 respondents using questionnaires, interviews and document reviews. The study found that collective bargaining and employee job satisfaction have a significant positive relationship. It was also established that accommodating conflict management style and employee job satisfaction have a significant positive relationship. It was further found that confrontational conflict management style and employee job satisfaction have a significant negative relationship. The study concluded that collective bargaining conflict management style enhances employee job performance. The study also found that confrontational conflict management style is detrimental to employee job satisfaction. The study found out that accommodating style has a positive effect on employee job satisfaction. The study recommends that the university should continuously use collective bargaining and accommodating leadership style in order to enhance employee job satisfaction.