Conflict Management Practices in Public Universities in Ghana

Abstract

Conflicts have plagued many public universities in Ghana, as they do across the globe. Apparently, the strategies used to manage these conflicts determine whether their outcomes are destructive or productive. Consequently, this article interrogated the types, causes, effects, and strategies for managing conflicts at the University of Business and Integrated Development Studies. In all, 25 participants were selected using simple random sampling and purposive sampling. Primary data were generated through Google Forms. Qualitative data were analysed thematically, while descriptive statistics were employed to make sense of the quantitative data. The Likert scale was employed to probe into quantitatively generated information. The study found four broad categories of conflicts: intra-personal, interpersonal, inter-group, and interfaculty conflicts, with the dominant types being inter–group and intrapersonal conflicts confronting the institution.

The study revealed that communication barriers, the spread of false information about colleagues, dependence on scarce resources, unfair treatment of staff, favouritism/tribalism, limited resources, task interdependence, a poor reward system, and the 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, leading to apathy and low work commitment (32%), and also create tension and disharmony among staff members, leading to late submission of examination results (16%).

The study further revealed that conflicts within the institution catalyse efforts to address the weaknesses inherent in the system, thereby improving staff performance, peaceful coexistence, and positive development (20%). These forms of conflict were found to be generally non-violent and not too severe (72%). Avoidance, accommodation, collaboration, compromise, and competition were found to be productively used in managing conflicts. It is suggested that the University's management educate staff on the need for tolerance in a multicultural working environment. Differences in educational background, cultural orientations, religious affiliation, and social status, among others, should not be exploited to generate hatred, as the study found.