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|Title: ||Conflict resolution : a basis for effective conflict managemnt of banks in Baguio City|
|Authors: ||Tseveendorj, Otgontsetseg|
Conflict Resolution Approaches
Problem Solving Approach
Profiles of Banks
Profiles of Bank Employees
Effective Conflict Management
|Issue Date: ||Oct-2003 |
|Abstract: ||Summary. The study analyzed conflict resolution as a basis for effective conflict management in the banks in Baguio City. The profile of respondent banks as type of banks and number of employees in the bank; the profile of the respondent bank employees as to gender, position, educational attainment, and officers’ number of subordinates and the number of years in the bank were considered. Considering the respondents’ variables, the level of implementation of the conflict resolution approaches and the degree of seriousness of problems under the corresponding resolution approaches were presented and analyzed. The descriptive method of research was utilized and data were gathered with the use of a questionnaire. To augment the data, the documents provided by the Baguio Benguet Bankers Association were also examined; several officers and employees were likewise interviewed. Analysis and interpolation of gathered data was done with descriptive and inferential statistics, such as the Slovin’s formula, Split Half method, Spearman Rank Order Coefficient, Fisher’s t test, Single way Analysis of Variance (ANOVA), Scheffe test, and Kendall Concordance Coefficient.
8.1 Findings. Majority of the banks in Baguio City are the Universal type. Most of the banks have 10 of fewer employees, dominated by female staff members. The employees are mostly bachelor’s degree holders and the most of the bank officers supervise 5 or fewer employees. Majority employees have worked with banks for 5 or less years.
In conflict resolution, the bank employees seldom implement the Dominating approach, often implement Problem Solving Approach, and sometimes implement Accommodating, Avoiding, and Compromising approaches.
Regardless of gender, officers’ number of subordinates, and number of years in the bank, and the employees’ level of implementation of the Dominating, Accommodating, Avoiding, Problem Solving and Compromising approaches did not differ. However, the officers differed form the staff in their implementation of the Avoiding and Problem Solving approaches; and the bachelor’s degree holders differed from the master’s degree holders in their level on implementation of Avoiding approach.
The female and male bank employees similarly rated Communication, Perception, Values and Culture problems moderately serious. However, the staff differed from the officers in their perception of the degree of seriousness of Communication and Perception problems, although both groups rated the seriousness Values and Culture problems similarly.
The bachelors group also differed from the masters group in their perception of the degree of seriousness of Communication, Perception, Values and Culture problems.
The bank employees with longer years in the bank also differed from those with shorter years in their perception of the seriousness of the Perception, Values and Culture problems although both groups similarly perceived the seriousness of the Communication problems.
It was also noted that the master’s degree holders implemented more the Dominating and Avoiding approaches; the offices with more subordinates implemented more the Dominating, Avoiding, and Avoiding approaches. Likewise, the banks with greater number of employees implemented more the Dominating and Accommodating approaches.
8.2 Conclusions Based on the findings, it concluded that the Universal type dominates the banks in Baguio City, with female employees, bachelor’s degree holders, under band officers with 5 or fewer subordinates, and who have worked 5 or less years in their corresponding bank.
The bank employees implement the Problem Solving Approach, Accommodating, Avoiding, Compromising approaches and Dominating approaches in diminishing order.
The bank employees’ gender, number of years in the bank, and number of subordinates do not affect their implementation of the Dominating, Accommodating, Avoiding, Problem Solving, and Compromising approaches to conflict resolution.
Likewise, the bank employees’ position does not affect their implementation of the Dominating, Accommodating, Compromising approaches to conflict resolution but it affects their implementation of the Avoiding and Problem Solving approaches.
The employees educational attainment does not affect their implementation of the Dominating Accommodating, Problem Solving and Compromising approaches but it affects their implementation of the Avoiding approaches.
In relation to three types of problems in conflict resolution, the employees’ gender does not affect their perception of the degree of seriousness of Communication, Perception, Values, and Culture problems; their position does not affect their perception of the degree of seriousness of Values and Culture problems; and number of years in the banks does not affect their perception of the degree of seriousness of Communication problem.
On the other hand, the bank employees’ educational attainment and number of subordinates, affect their perception of the degree of seriousness of the Communication, Perception, Values, and Culture problems; positions affects Communication and Perception problems; and number of years in the bank affects Perception, Values and Culture problems.
The educational attainment of the bank employees in Baguio City influences their level of implementation of the Dominating and Avoiding approaches to resolution of conflict. Likewise, the number of subordinates influences the level of implementation of the Accommodating and Avoiding approaches. The level of implementation of the three approaches: Dominating, Accommodating, Avoiding approaches are also influenced by number of years in the bank; and the number of employees also influences level of implementation of the Dominating, and Accommodating approaches to conflict resolution.
Based on the findings and conclusions of the study, the following recommendations have been formulated.
8.4.1 In order for band employees to deal with conflict properly, it may be necessary for the bank officers to disseminate information or give orders clearly by formally instructing their employees on the use of written guidelines (e.g. memos, circular etc) and procedures to prevent miscommunications, so that bank staffs will have a clear understanding and correct interpretation of all information and instructions.
8.4.2 As a motivation for bank officers to perform better in all aspects of their job and responsibility, it is recommended that banks sponsors their employees to pursue higher education or to send them to trainings or seminars, hence, the higher the educational attainment of the employee, the better he can handle conflict and others problems encountered.
8.4.3 In order to minimize the failure to recognize the real problems encountered in the resolution of conflicts in the banks and other concerns, employees should give out complete information about the problems and discuss thoroughly and openly with employees involved, the details and solutions to the problem. Bank officers should give feedback to their subordinates to have common understanding of what problems or conflict are being encountered in the bank, since employees may have different knowledge, training, and past experiences.
8.4.4 There may be a need for bank officers to show constant supervision and communication with regards the difficulties of problems encountered in their work, an intervention to bank employees to improve communication skills to recognize channels of communication.
8.4.5 There may be a need for the banks to include part of their orientation program some kind of interrelation with newly hired employees, also the new culture, the process, and procedures in the communication pattern; this would aid the newly hired employees to adjust with his environment and his co-employees.
8.4.6 The banks should indoctrinate new employees, so that they will not encounter more conflicts. New bank employees should be oriented properly with the bank policies and the organizational chart of bank. These indoctrinations will allow the new employees to become more at ease with the other employees and this will enhance the performance of the new employees. This can also lead to lesser conflict between employees at the same level or position because they will be clarified on their specific activities, responsibilities and channels of communication.
The researcher submits the following recommendations for further study, which may either confirm or negate the concepts and theories presented by experts of conflict management.
1. A similar study to be conducted to include other profiles such as the effect of age, the civil status and other characteristics.
2. A similar study to be conduct in other research environments, i.e., manufacturing industries, institutions, hospitals or advertisement organizations, and others.
3. It is also recommended that further research be conducted on the same topic but on other dimensions like to measure level of conflict in the organizations related with level of productivity.|
|Description: ||Thesis (M.S.B.A.)--Saint Louis University, Baguio City, 2003.|
|Appears in Collections:||School of Accountancy and Business Management|
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