ADDIS ABABA UNIVERSITY

College of Business and Economics

School of Commerce

Research proposal ( chapter 2 and 3 )

An assessment of conflict management practice in the
case of Awash International Bank.

Submitted by: Hilaludin Yusuf

UGR/0825/12

Submitted to; Meron Abel

April , 2023
Contents
Chapter Two...................................................................................................................................................3

REVIEW OF RELATED LITERATURE.....................................................................................................3

2.1 Definition of conflict management......................................................................................................3

2.2 Dimensions of Conflict........................................................................................................................4

2.3 Nature of conflict.................................................................................................................................6

2.4 Resolution of Conflict..........................................................................................................................7

Chapter Three.................................................................................................................................................9

Research Design and Methodology...............................................................................................................9

3.1 Research Design...................................................................................................................................9

3.2 Sampling Design..................................................................................................................................9

3.3 Type of Data to be collected................................................................................................................9

3.4 Methods of Data Collection.................................................................................................................9

3.5 Data Analysis Methods........................................................................................................................9

 Chapter Two

REVIEW OF RELATED LITERATURE

2.1 Definition of conflict management

It is difficult to find a specific definition of conflict that is commonly accepted. Conflict has been
defined differently by several scholars, that the term conflict can be given different subjective
interpretation. Some perceive it as a reflection of interpersonal conflict, while others regard it as
an interpersonal disagreement stemming out of different choices or preferences (Barki &
Hartwick, 2001).

A generic definition that incorporates the complete phenomena and its processes, such as
antecedent circumstances, emotions, perceptions, and behavior was the primary goal of earlier
researchers. (Pondy,1969). Corwin (1969) have the idea for conflict as some form of
interpersonal or intergroup strain, or as actions which violates the norms of cooperation within
the organization. A similar point has been presented by Thomas (1992), who identified conflict
as the “process which begins when one party perceives that another has frustrated, or is about to
frustrate ”. Identification of factors that cause and spread conflict is a common subject among
these discussions.

There is a wide array of researches illustrating how conflict affects workplace productivity at an
individual, group and organizational level (Jehn & Bendersky, 2003; Jehn & Mannix, 2001;
Alper, Tjosvold & Law, 2000; Rahim, 2002). By controlling the causes we can manage what’s
happening in the workplace. Alpert, Tjosvaldo, & Law (2000) stated about managing conflict
that, the process of limiting the negative aspects of conflict while increasing the positive aspects
of conflict. Conflict is synonymous with any work environment and may contribute
constructively to organizational life if approached positively (Samanta & Lamprakis, 2018;Adu
et al, 2015).

Conflict is not essentially related to only differences. It can also occur when people share the
same perception of goals with disagreement related to similar methods. The theory related to
conflict and its origin have received a great deal of attention from the ends outcome. Kazimoto
(2013) states that “conflict is the presence of discord that occurs when the goals, interests or
values of different individuals or groups are incompatible and frustrate each other’s attempt to
achieve objectives” (p.16).

The individuals or groups are not the same even if the work requirements force them to
coordinate with each other, but by showing them interdependence, by giving them examples you
can minimize the incompatibility. Putnam and Poole (1987) argued that the description of
conflict essentially needs to be viewed from the perspective of interpersonal interaction. Even
though , the incompatibility due to personal, emotional or social reasons results repetition of
conflict. Recent researchers have also explored this notion, identifying the presence conflict a
result of personal and environmental influences on the group members ( Doran, McGillis &
Spence, 2010).

Based on what was said so far, a working definition of conflict can be derived as “a united
workplace of several cultures and behaviors of organizational groups , which contain the feelings
of being disadvantaged by working differently with others”.

2.2 Dimensions of Conflict

Despite the fact that there are numerous types of conflict, we will concentrate on the ones that
are most frequently encountered. A commonly used model to understand conflict types focuses
on interpersonal, intergroup and intragroup conflict within the workplace (Jehn & Bendersky,
2003; Nelson, 1989). Other models of conflict have stated a different perspective to this event.
Instead of limiting their perspective to the direction of conflict within or outside the group,
researchers have delved into more generic models of conflict (Guetzkow & Gyr, 1954; Rahim,
2002).

A final point in a process of output is the classification of affective and substantive conflict, also
referred to as relationship and task conflict (Simons and Peterson, 2000, Pinkley, 1990).These
types of conflict are found to be appropriate on both within group and between groups setting in
the organization. There are many other that have been doted about the types of conflict.
According to Passos and Caetano (2005), affective conflict appears when strangeness occurs in
the emotional experience of two or more employees. And substantive conflict refers to the
organizational processes, where employees may experience disagreement in connection with the
ways in which specific organizational tasks can be performed.

Task conflict can be demonstrated as team members get different directions from different
department. The employees maybe guided from their supervisor and other departmental heads
which may are incompatible. In particular cases, group members may have different opinions
about the ways of performing the assigned tasks. It is very hard to identify that which point of
view is the most acceptable under task conflict may increase due to inclusion of negative
emotions. Jehn, Northcraft and Neale (1999) have identified the link between different
dimensions of conflict. If the responses driven on by the differences of opinion move in the
direction of negative emotionality, task conflict can develop into relationship conflict.

Relationship conflict is related with different negative effects such as loss of productivity,
breakdown of group unity, poor performance of employees etc (Simons & Peterson, 2000). Work
teams are likely to become more dysfunctional over time as the focus of attention on the
employees switches from job performance to unrelated concerns when a conflict is sparked by
negative emotionality of the group members. Regarding relationship or affective conflict
members often prioritize the need to address personal attacks directed at them and respond to
threats from other group members. Relationship conflict may also give team members an
opportunity to concentrate on improving their own authority and controlling the decision-making
process.

The other dimension of conflict is Process conflict, which requires the differences of opinion
concerning to the distribution of work responsibilities, is another aspect of conflict that is
frequently discussed in literature. Based on the idea of process conflict, the group members may
debate over which task should be performed by whom, putting forward different perspectives
(Jehn, 1997).It has been further discussed that complex nature of workplace procedures and
presence of bureaucratic organizational structure may enhance the chances of such process
conflict (Jehn & Bendersky, 2003). Yet, disagreements about work obligations can go beyond
straightforward procedural debate and turn into personal disagreements, which can lead to
relationship conflict. On the contrary, process conflict can help group members in determining
who best fits a particular position within the organizations by taking the various perspectives into
account.
An interesting thing to note here is that differences of opinion are encouraged, yet a considerable
amount of emphasis is placed on conflict resolution as well (Rahim, 2002).The two responses to
organizational conflict can be linked to the fact that workplace conflict has many different
dimensions. The personal elements and their role in causing, maintaining, and increasing conflict
inside an organization have been the focus of a significant amount of research in the field of
organizational conflict.

2.3 Nature of conflict

Conflict has been classified as either positive or negative for organizations since the beginning of
the study of conflict. Conflict was viewed as undesirable and something that should be
eliminated in traditional organizational thought. According to recent studies, conflict is good for
organizational development.

As was stated concerning the unfavorable outcomes of conflict by Litterer (1966) the probability
of conflict occurring in the organization could be mitigated through adequate job definition,
detailed specification of relationships among positions, careful selection of people to fill
positions, and thorough training of people once they had been assigned.

Recent researches have seen conflict as a requirement for developing organizations, connecting
the need for disagreements to creativity and innovation(Chen, 2006; Jehn & Bendersky, 2003).
Jehn (1997) cited, suggesting that occurrence of conflict helps the management in identification
of inadequate functioning of the processes or people. It may be believed that conflict in the
workplace serves as an indicator, identifying incorrect processes within an organization, helping
us in their identification and telling us to strategically take the necessary steps in order to manage
it effectively.

Conflict has the power in changing fundamental organizational elements like reward or resource
distribution and managerial allocation. Conflict is not the only factor that can cause such
changes. It depends on the magnitude of the conflict that what type of changes will occur as a
result of it and which areas will be influenced by it (Harolds & Wood, 2006). The purpose of this
topic of discussion is never to describe any of its benefits, but rather to point out that conflict is
not generally unhealthy and that it may sometimes be essential. However, the discussion also
raises the possibility that this phenomena cannot be fully understood by the assumption that
conflict is an essential part of people and processes.

Conflict is seen as beneficial and acceptable inside organizations under certain cases. The social
norms, however, also influence whether a conflict is seen as good or as something negative that
needs to be avoided. De Dreu (2008) offered doubts regarding the nature of conflict and whether
it is beneficial or harmful to the organizations. It has been stated that conflict can help
organizations succeed, such assumptions present it as an element that is always positive for the
organizations. It has also been argued that, compared to the functional parts of conflict, the
dysfunctional features have an increased effect on the groups and teams at work. De Dreu (2008)
has again raised doubts about the assumptions researchers and organizational management had
about the positive impact of workplace conflict.

2.4 Resolution of Conflict

Another aspect of a conflict is the chance that it will be handled without violence, which depends
on the conflict’s size and degree as well as how the participants, whether in a group or
individually, view it.Techniques for conflict resolution might vary from group to group. In
addition, the individual characteristics and behaviors can give rise to the difference in the
conflict management technique.

Floyd and Lane (2000) indicated that employees in an organization can provide different
solutions for a specific conflict. There are some conflicts that are thought to have a high chance
of being resolved successfully. For instance process conflicts can be addressed with relative ease
(Jehn, 1997), while relationship or affective conflict is more intricate in nature making it difficult
to completely mitigate its presence (Ren & Gray, 2009). Conflicts that are more significant,
including disagreements among top authorities regarding which company level plan is best, are
thought to have a low chance of resolution.

Regardless of the nature of conflict, low importance and low emotionality conflicts were
frequently thought to be more easily resolved than high importance and high emotionality
conflicts (A.M. Chaudhry and R. Asif, 2015). Few of the key elements that influence the chances
that a disagreement will be resolved have been noted by Jehn (1997);the personality
characteristics of the people involved in the conflict, the dynamics of the group and the presence
of other components of the conflict including importance, emotionality and acceptability affect
the potential for conflict resolution.

A.M. Chaudhry and R. Asif (2015) Stated an understanding about the different types of conflict
and the influence of its components on group productivity can allow the management and team
leaders to decide how to pursue with conflict handling. It can also help them in making decision
about reducing the occurrence of negative conflict in future, while maximizing on the
constructive potential of conflict.

To sum up what has been stated so far, conflict can sometimes be harmful to an organization or it
can also be advantageous. Managers must therefore develop the ability to differentiate between
situations of positive and harmful conflict. The way conflict is handled, as opposed to being
concealed, ignored, or avoided, greatly influences how effectively an organization operates.
Conflict needs to be carefully considered and controlled because it can have both positive and
negative effects. The manager should look for conflict that is appropriate for the situation.
Effective conflict resolution can be achieved through both the creation and stimulation of
positive conflict as well as the resolution of conflict that is harmful.
 Chapter Three

Research Design and Methodology

3.1 Research Design

In this research, I’ll be able to choose the descriptive research method. This method will be used
to characterize organizational conflict and conflict management practices. Accordingly, the
method makes it possible to describe the current situation.

3.2 Sampling Design

Awash International Bank has more than 700 locations throughout Ethiopia, but the research will
concentrate on the Addis Ababa location which has over 125 locations. The sample size for this
study will be 25 out of the 125 branches. To provide the existing moments an equal chance and
to discover where positive and negative conflict are targeted, random sampling will be used.

3.3 Type of Data to be collected

We’ll use both primary and secondary data in our research. Based on what already exists,
primary data will be gathered from the branches. The main reference of secondary data will be
studies, data from within the company, and external data that have already been gathered.

3.4 Methods of Data Collection

A questionnaire will be used to gather the main data. The sampling company’s managers and
employees will receive the questionnaire, for the primary data collection.

Secondary data will be collected from a variety of publications, including journals, annual
reports, research papers, and internal records from the company (the headquarter).

3.5 Data Analysis Methods

The data is analyzed using both qualitative and quantitative methods. The secondary data will be
presented in the form of percentages and tabular form, while the data that will be gathered
through the questionnaire are presented in a qualitative analysis