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Article Title:
Conflict Management Styles and Employees Job Performance in Selected Universities in Ogun State
by Shodiya Olayinka Abideen and Raji Olajide Alade

Abstract:
The study examined the effect of conflict management styles on employees? job performance in selected universities in Ogun State, Nigeria. A cross-sectional research design was employed in the study. Academic and non-academic staff of three selected universities in Ogun State constituted the population frame of the study. The sample for the study was selected using convenient sampling technique. Data for the study was collected using questionnaire as the research instrument. The results from the analysis revealed that integrating conflict management style has significant effect on employee performance (Beta=0.602, t-value= 5.174 and p<0.05); obliging conflict management style also has significant effect on employee performance (Beta=0.817, t-value= 8.668 and p<0.05); compromising conflict management styles has significant effect on employee performance (Beta= 0.794, t-value= 6.133 and p<0.05). However, dominating conflict management style has no significant effect on employee performance (beta= -0.126, t-value= - 0.416 and p>0.05) and avoiding conflict management style has no significant effect on employee performance (beta= -0.332, t-value=-1.433 and p>0.05). Based on the findings, it was recommended that the universities management should provide adequate information concerning vital decisions that concerns them so that they would not be kept in mental darkness; the universities management should provide the necessary tools and facilities needed by staff to enhance their performance; the universities management should ensure that conflicts solving styles are devoid of bias at all times; and that the universities management should ensure good staff union-management relationship to sustain employee job performance.

Keywords: Conflict, Conflict Management, Employee Performance, Universities, Management.

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