Department of Business Administration

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Author: search.filters.author.Nasamu GamboSubject: search.filters.subject.conflict management

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    Conflict Management and Employee’s Motivation Among Frontline Staff in Abuja Hotels
    (European Centre for Research Training and Development -UK, 2024-02-02) Colombage Shairmila De Soyza Iyendo; Danjuma Bwese Tanko; David Yakubu; Lynda Chidera Odafen; Najighjigh Igba; Nasamu Gambo
    The hospitality industry heavily relies on frontline staff in hotels to provide exceptional service to guests. However, these employees often encounter conflicts stemming from guest interactions, team dynamics, and organizational policies. Effective conflict management is crucial for maintaining service quality and employee satisfaction. Therefore, understanding the factors that motivate frontline staff is essential for organizational success. This study aims to investigate the relationship between conflict resolution strategies and employee motivation among frontline staff in Abuja hotels. The methodology involves adopting and designing a structured survey questionnaire to collect data from diverse frontline employees in three selected Hotels in Abuja. The study will explore their conflict experiences, preferred resolution strategies, and motivational factors. By analysing the data, the study hopes to identify dominant conflict management approaches and understand what motivates these employees. Potential findings may reveal correlations between conflict management styles and service quality. Based on these insights, the research anticipates recommending tailored training programs, recognition initiatives, and policy adjustments to enhance conflict resolution practices and boost employee motivation. Ultimately, improving conflict management and motivation can lead to better service quality and increased guest loyalty in Abuja hotels. Further research will be needed to expand on the study findings
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    Conflict Management Strategies and Organisational Performance
    (ResearchGate, 2024-02-02) Mariam Shehu-Usman; Ifeoma Uche Uzochukwu; Nasamu Gambo; Abubakar Hauwa Lamino
    Many organizations in Nigeria are currently grappling with task, relationship, and process related conflict. This ongoing struggle is consuming valuable organizational time and resources. If not effectively managed, these conflicts have the potential to escalate, resulting in significant human and financial costs. This study, therefore, centres on evaluating how conflict management strategies influence organizational performance, using the Federal Roads Maintenance Agency (FERMA) as a case study. The objectives of this study are to determine the relationship between conflict management strategies—specifically, avoidance strategy, collaboration strategy, compromising strategy, and accommodation strategy—and organizational performance. The study reviewed relevant theoretical and empirical literature, drawing its theoretical framework from contingency theory. The research design employed a survey research technique, with a close-ended questionnaire serving as the principal instrument for data collection. Utilizing Taro Yamane's formula, the established sample size for this study included 235 staff members of FERMA. Hypotheses were tested using regression analysis as the selected statistical method. The study found a significant positive relationship between organizational performance and all the examined conflict management strategies, namely avoidance strategy, collaboration strategy, accommodation strategy, and compromising strategy. In light of the study's results, it is recommended that managers consider employing the identified conflict management techniques due to their demonstrated effectiveness in effectively handling conflicts within organizational settings.