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AN ASSESSMENT OF CONFLICT MANAGEMENT PROCESS IN THE PUBLIC ORGANIZATION

CHAPTER ONE

INTRODUCTION

1.1   BACKGROUND OF THE RESEARCH

In every industrial society, there are three main industrial relations actors or three parties and the first two of these actors are the employers (management) and labour (employees) continues interaction between these parties could bring both agreement and disagreement or conflict. This is of fact the two have partly congruent and partly divergent interest, it is in this vain that we often conclude that conflicts ubiquitous.

Banjoko (2002) stated that “conflict is an inevitable element of any labour management relationship”, and Gray (1994) stated also that conflict is ubiquitous and likely found in most human civilization and across historical periods.

Fagana (2002) defines conflict as a situation of disagreement between two parties. In the context of industry where this work is focusing, there parties are identified, the workers (labour), management (employers), and the state.

Industrial conflict arises between as much as within the three main actors, so that disagreement between workers and their employers exemplify industrial conflict to the extent that the issues at conflict are related to employment terms and conditions.

Conventionally, there are two forms of industrial conflict (Otobo, 1987) organized and unorganized conflict is likely to form part of a conscious strategy of change in the situation. This conflict occur at the collective or group level, implies that the employers would feel a large amount of workers involved and the effect.

On the other hand, unorganized conflict, the worker respondents to the situation in the only way open to him as an individual, usually by withdrawing from the source of discontent, sabotage and indiscipline.

Given the reality of work relationship in the content of this work (Process of conflict management) means seeking ways of coping monitoring, controlling and minimizing the undesirable tensions and disagreements, and its unpleasant consequences.

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