Employee’s Perceptions of Conflict and Conflict Management: A Case Study of Tongaat Hulett Zimbabwe

Abstract

Conflict can either be functional or dysfunctional. Human capital management specialists have been trying to develop leadership skills meant to counter conflicts within the organization, particularly dysfunctional conflicts. This study aims to assess employees’ perceptions of conflict and conflict management in Tongaat Hulett Zimbabwe and the impact of conflict and conflict management on the economic security of employees. The framework of this study was a quantitative study with a mixed method approach using non-probability sampling of one hundred and eleven participants. To gather primary data, a standardized questionnaire was used in conjunction with document inspection, focus groups, and interviews. The data analysis method used was the tabular method. The analysis of data was descriptive. The findings indicated causes or sources of organizational conflict could be attributed to management style, with management depending on the case and situation, avoiding issues, detecting outcomes, and to some extent negotiating and mediation. Recommendations are that parties should rely on negotiation and mediation to manage conflicts and that strong conflict-resolution skills are 
essential to be an effective leader in the workplace.