Volume 6, Issue 5, October 2018, Page: 54-60
Causes of Conflict Among Peer Co-Workers in a Non-Governmental Organisation in Kenya
Omayo Moraa Faith, Department of Communication Science, University of South Africa, Pretoria, South Africa
Mbatha Thuthuka Blessing, Department of Communication Science, University of South Africa, Pretoria, South Africa
Received: Oct. 10, 2018;       Accepted: Oct. 24, 2018;       Published: Nov. 15, 2018
DOI: 10.11648/j.sr.20180605.11      View  101      Downloads  12
Abstract
Conflict is an inevitable occurrence in any human interaction setting and organisations are no exception as they are involved in conflict management on a daily basis. Conflict is often viewed as being destructive, but when managed properly it can be constructive, especially in the workplace. Conflict hinders healthy working relations between peer co-workers and the general organisational performance can be affected as well. Peer co-worker conflict is common in organisations and therefore the aim of this article was to explore the causes of conflict among peer co-workers in a non-governmental organisation in Kenya. A qualitative research approach was adopted and semi-structured face-to-face interviews were conducted to collect data from fifteen employees of the same hierarchical level who were selected using purposive sampling. The data collected was analysed using Braun and Clarke’s thematic analysis model. The findings revealed that there were various causes of conflict among peer co-workers in the organisation, and the peer co-workers were aware thereof. It was evident that conflict frequency differed among the peer co-workers with the conflict occurrences being from daily to weekly and at times monthly intervals. The findings further revealed that these conflicts hinder healthy working relationships between the peer co-workers. Therefore, the study concluded that peer co-workers should be trained and equipped with skills to aid in conflict management between themselves.
Keywords
Conflict, Peer Co-Workers, Interpersonal Conflict, Non-Governmental Organisation
To cite this article
Omayo Moraa Faith, Mbatha Thuthuka Blessing, Causes of Conflict Among Peer Co-Workers in a Non-Governmental Organisation in Kenya, Science Research. Vol. 6, No. 5, 2018, pp. 54-60. doi: 10.11648/j.sr.20180605.11
Copyright
Copyright © 2018 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Reference
[1]
Pearson, A, Ensley, M & Amason, A. (2002). An assessment and refinement of Jehn’s Intragroup Conflict Scale (ICS). International Journal of Conflict Management 13(2): 110-127.
[2]
Omayo, FM. (2016). The role of interpersonal communication in managing peer co-worker conflict in a non-governmental organisation: a case study of SILC Kenya, Eldoret. Masters Dissertation. South Africa: University of South Africa.
[3]
Sias, PM., (2009). Peer Co-worker Relationships, in Organizing Relationships: Traditional and Emerging Perspectives on Workplace Relationships, edited by MP Sias. Thousand Oaks, Calif: Sage Publications: 57-89.
[4]
Kram, KE & Isabella, LA. (1985). Mentoring alternatives: the role of peer relationships in career development. Academy of Management Journal 28: 110-132.
[5]
Brass, J. (2010). Surrogates for government? NGOs and the state in Kenya. Doctorate thesis. Berkeley. University of California.
[6]
Folger, J, Poole, M & Stutman, R. (2005). Working through conflict: Strategies for relationships, groups, and organisations. 5th edition. Boston: Pearson.
[7]
Nicotera, A. (2009). Conflict communication theories, in Encyclopedia of communication theory, edited by S Littlejohn & K Foss. Thousand Oaks, Calif: Sage publications: 165-171.
[8]
Baron, RA. (1990). Conflict in organisations, in Psychology in organisations: Integrating science and practice edited by KR Murphy & FE Saal. Hillsdale, NJ: Lawrence Erlbaum: 197-216.
[9]
Rahim, AM. (2001). Managing conflict in organisations. 3rd edition. London: Greenwood Publishing Group, Inc.
[10]
Jehn, KA & Mannix, EA. (2001). The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of management journal 44(2): 238-251.
[11]
Tonder, VC, Havenga, W & Visagie, J. (2008). The causes of conflict in public and private sector organisations in South Africa. Managing Global Transitions: International Research Journal 6(4): 373-401.
[12]
Buss, H. (2009). Measuring and reducing the cost of conflict at workplace in UNHCR. Master’s dissertation. Switzerland: Institut Universitaire Kurt Bosch.
[13]
Grace, N. (2012). What causes conflict between employees in an organisation? http://smallbusiness.chron.com/causes-conflict-between-employees-organisation-157.html (Accessed 16 August 2015).
[14]
Mughal, MR & Khan, M. (2013). Impact of conflict and conflict management on organisational performance. International Journal of Modern Business Issues of Global Market 1(3): 01-19.
[15]
Cropanzano, R & Mitchell, M. (2005). Social Exchange Theory: An Interdisciplinary Review. Journal of Management 31(6): 874-900.
[16]
Xerri, M. (2013). Are committed employees more likely to exhibit innovative behaviour: A social exchange perspective. A doctorate thesis. Lismore, NSW: Southern Cross University.
[17]
Leedy, P & Ormrod J. (2001). Practical research: Planning and design. 7th edition. Upper Saddle River, NJ: Merrill Prentice Hall.
[18]
Kothari, CR. (2004). Research Methodology: Methods and Techniques. 2nd edition. New Delhi: New Age International.
[19]
Creswell, JW. (2007). Qualitative inquiry and research design: Choosing among five traditions. 2nd edition. Thousand Oaks, Calif: Sage.
[20]
Yin, R. (2009). Case Study Research: Design and Methods. 4th edition. Sage Publications.
[21]
Braun, V & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology 3(2): 77-101.
[22]
Creswell, JW. (2014). Research design: qualitative, quantitative, & mixed methods approaches. 4th edition. Thousand oaks, Calif: Sage publications.
[23]
Lincoln, YS & Guba, EG. (1985). Naturalistic Inquiry. Newbury Park, CA: Sage Publications.
[24]
Salleh, MJ & Adulpakdee, A. (2012). Causes of conflict and effective methods to conflict management at Islamic secondary schools in Yala, Thailand. International Interdisciplinary Journal of Education 1(1): 15-22.
[25]
Femi, OT. (2014). Causes and effects of conflict in the Nigerian construction industry. International journal of technology enhancements and emerging engineering research 2(6): 7-16.
[26]
Ongori, H. (2009). Organisational Conflict and its Effects on Organisational Performance. Research Journal of Business Management 3: 16-24.
[27]
Hotepo, OM, Asokere, ASS, Abdul-Azeez, IA & Ajemunigbon, SSA. (2010). Empirical study of the effects of conflict on organisational performance in Nigeria. Business and economics journalBEJ-15. http://astonjournals.com/bej (Accessed 15 October 2015).
[28]
Yorid, AZ & Pakiza, HS. (2013). An Exploratory Study into the Causes of Conflict and the Effect of Conflict Management Style on Outcome in a Competitive Workplace. Journal of Managerial Sciences 7(2): 299-315.
[29]
Bankovskaya, V. (2012). Development of conflict management strategies to increase the organisational effectiveness in Nordic companies. Master’s dissertation. Iceland: Reykjavik University.
[30]
Hotepo, OM, Asokere, ASS, Abdul-Azeez, IA & Ajemunigbon, SSA. (2010). Empirical study of the effects of conflict on organisational performance in Nigeria. Business and economics journalBEJ-15. http://astonjournals.com/bej (Accessed 15 October 2015).
[31]
Barmao, C. (2012). Causes and effects of conflict on teacher morale in public primary schools in Eldoret municipality, Kenya. Journal of education and human development 1(1): 22-29.
[32]
Omisore, BO & Abiodun, AR. (2014). Organisational Conflicts: Causes, Effects and Remedies. International Journal of Academic Research in Economics and Management Sciences 3(6): 118-137. http://dx.doi.org/10.6007/IJAREMS/v3-i6/1351 (Accessed 18 October 2015).
[33]
Ramani, K & Zhimin, L. (2010). A survey on conflict resolution mechanisms in public secondary schools: A case study of Nairobi province Kenya. Educational research and reviews 5(5): 242-256. http://www.academiajournals.org/ERR2 (Accessed 18 October 2015).
[34]
Elmagri, MI. (2013). The causal factors of interpersonal conflict in the Libyan cement industry. Doctorate thesis. United Kingdom: University of Salford.
[35]
Dwomoh, G, Kwarteng K, Frempong E & Frempong RA. (2014). Assessing the effect of demographic factors on conflict situations in Ghana government hospitals. Research journal of business management 1(3): 305-317.
[36]
Hasani, K, Boroujerdi, SS, Sheikhesmaeli, S & Aeini, T. (2014). Identity of organisational conflict framework: Evaluating model factors based on demographic characteristics in Iran. Journal of industrial engineering and management 7(5): 1013-1036.
[37]
Ikeda, AA, Veludo-de-Oliveira, MT & Campomar, CM. (2005). Organisational conflicts perceived by marketing executives. Electronic journal of business ethics and organisation Studies 10(1): 22-28.
Browse journals by subject