THE EFFECTS OF WORKPLACE CONFLICT ON THE PERFORMANCE OF SENIOR
PARASTATALS IN KENYA
Mary Mwangi
& Rose Nderitu
Abstract
When conflicts occur in the organizations the main concern of the
stakeholders is the impact the conflict has on the entire
organizations performance. However the impact of the conflict on
the performance of the senior managers who have the prerogative
of managing the workplace conflicts is an area that goes
unnoticed and especially so because the presence of manifest
conflict is viewed as failure in the part of the senior managers
who just like the other employees suffer the adverse effects of
the conflicts. The study sought to examine the effects of
workplace conflicts on the performance of the senior managers in
parastatals in Kenya. The main objective of the study was to
establish the effects of the workplace conflict on performance of
senior manager’s parastatals in kenya. The factors under
investigation were productivity, job satisfaction and the
corporate image and how they influence the performance of senior
managers in parastatals. A review of literature was conducted so
as to find out what other researchers had found out on studies
related to the topic. Among the key findings established in the
study were that work place conflicts had a major influence on the
productivity of the senior managers whereby when the conflicts
were well managed the managers felt motivated but when the
conflicts became manifest and everyone pointed fingers at the
managers they became de-motivated as a result of the job stress
caused by the back lashing thus a decline in their productivity.
Job satisfaction among the senior managers was another effect of
workplace conflict. It was established that the senior managers
felt responsible for the presence of unresolved conflicts thus
job dissatisfaction finally it was established that employee
relations between the various senior managers and the other
employees is ruined and this was found to affect the performance
of senior ,manager. The researcher recommends that all the
necessary efforts should be made to assist the senior managers to
cope with the effects of the workplace conflict so as to enhance
their performance as they strive to keep the workplace conflicts
at the minimum and that communication amongst senior managers
and other employees on conflict management ought be enhanced. The
researcher further recommends that more studies should be done on
the strategies and mechanisms that need to be adapted to overcome
workplace conflicts in parastatals.
Introduction
Anytime people work together, conflict is a part of ‘doing
business’. Conflict is a normal and natural part of any
workplace. When it occurs, there is a tendency for morale to be
lowered, an increase in absenteeism and decreased productivity.
According to Adler, (2008), it has been estimated that managers
spend at least 25 percent of their time resolving workplace
conflicts – causing lowered office performance. Handling and
resolving conflicts that arise in the workplace is one of the
biggest challenges managers and employees face. Typically there
are two responses to conflict: run away (avoidance) or ‘battle it
out’. In either case, we often feel uncomfortable or dissatisfied
with the results because no resolution has been achieved. By
learning to constructively resolve conflict, we can turn a
potentially destructive situation into an opportunity for
creativity and enhanced performance.
Okoth Betwel & Agot, (2008) ,defines conflict as an underlying
issue in dispute between two or more parties. When there is a
struggle between incompatible or opposing needs, wishes,ideas
interests, of individuals or groups they all encounter goals
which are not satisfactorily attained this is referred to as
conflicts of interest. Effects of any conflict may be as a
result of the action of the management, individual employees or
trade unions. Conflict occurs in every workplace where ideas and
innovation are valued and diverse groups and personalities work
and interact together. Different needs, beliefs and views on how
things can or should be done may arise within or across the
organizational staff and have the potential to lead to conflict.
Ideally, when such situations arise, people are able to engage in
healthy and respectful debate and consideration of each other's
viewpoints. When handled well, conflicting needs or beliefs can
be an opportunity to deepen our understanding of issues, learn
from others, and to develop more inclusive and creative solutions
to problems.
While conflict is generally perceived as dysfunctional, it can
also be beneficial because it may cause an issue to be presented
in different perspectives. Conflict has both positive and
negative effects. It can be positive when it encourages
creativity, new looks at old conditions, the clarification of
points of view, and the development of human capabilities to
handle interpersonal differences. Conflict can be negative when
it affects organizational productivity,affects job satisfaction,
the corporate image and culture, creates resistance to change,
establishes turmoil in organization or interpersonal relations,
fosters distrust, builds a feeling of defeat, or widens the chasm
of misunderstanding.
According to George & Hill, (2000), Conflict is an unpleasant
fact in any organization as long as people compete for jobs,
resources, power, recognition and security. Organizational
conflict can be regarded as a dispute that occurs when interests,
goals or values of different individuals or groups are
incompatible with each other and this results into a situation
whereby they frustrate each other in an attempt to achieve their
objectives The conflicts that arise in workplaces may be shaped
by the unique aspects of this environment, including the long
hours people spend at their workplace, the hierarchical structure
of the organization, and the difficulties (e.g. financial
consequences) that may be involved in switching to a different
workplace. In this respect workplace conflict are common with
parastatals in Kenya and though not addressed these conflicts
adversely affect the performance of senior managers `
Problem Statement
Once workplace conflicts occur, most organizational stakeholders
analyze the effect of the conflict to the organizations
productivity and on the employee performance. However the effect
of the workplace conflict on the senior managers who are viewed
as the people to manage these conflicts has always been ignored.
The senior managers just like other employees in the organization
are affected by the workplace conflict. Some practicing managers
view group conflict negatively and thus seek to resolve or
eliminate all types of disputes (Dowling et al, 2008). These
managers contend that conflicts disrupt the organization and
prevent optimal performance. As such, conflicts are a clear
indication that something is wrong with the organization and that
sound principles are not being applied in managing the activities
of the organization. Browarys & Price, (2008), base their
approaches on the principles of authority and unity of command to
eliminate conflict. They believe that conflicts could be
eliminated or avoided by recruiting the right people, carefully
specifying job descriptions, structuring the organization in such
a way as to establish a clear chain of command, and establishing
clear rules and procedures to meet various contingencies.
While well managed workplace conflicts contribute to
creativity, strategic initiative, more effective systems and
communication, stronger workplace relationships and greater
commitment to the organization, the unresolved conflict lead to
decline in productivity, labour turnover, low employee morale
ruined employment relations and a tainted c corporate image.
Presence of workplace conflict in an organization can lead to
the buildup of unresolved resentment thus affecting the
performance of senior managers since the conflicts will have an
effect on the managers productivity, their job satisfaction and
the employee relations.these conflicts further have effects on
reduced motivation leading to presenteeism and absenteeism,
reduced productivity, Quality problems, Delayed and missed
deadlines, Increased supervision, overhead Increased stress,
Reduced collaboration Fractionated activities, Decreased customer
satisfaction, distrust, all these affect the employee relations.
1.3. Objectives of the study
1.3.1 General Objective
An investigation on the effects of workplace conflict on the
performance of senior managers in parastatals.
1.3.2 Specific Objectives
1. To establish how workplace conflicts affects the productivity
of senior managers in parastatals.
2. To establish how workplace conflicts affect the job
satisfaction of senior managers in the organization.
3. To find out how labour turn over affects the performance of
senior managers in parastatals
1.4 Research Questions
1. How do workplace conflict affect the productivity of senior
managers in parastatals?
2. Do work conflicts affect the performance of senior manager
in parastatals?
3. How do the employee turn over of senior mangers affect the
organizational performance?
1.5. Significance of the Study
This study will be of great significance to a number of
stakeholders.
1.5.1. The parastatals: If the company was to adapt this
proposal, it would assist it in the reduction of the effects of
the conflict to the performance of senior managers. If the number
of the conflict is reduced, the efficiency and effectiveness of
all stake holders is enhanced thus enhanced organizational
performance.s.,
1.53 Future researchers: This study will enable the future
researches to identify the knowledge gaps in the study. It will
also be used as a future source of reference as they undertake
studies in similar or related topics.
1.6 Limitations of the Study
This study is likely to have a number of limitations such as:
1.6.1. Time the researcher being a full time employee faced the
challenge of time and could only avail a few hours to the seminar
paper.
1.7 Scope of The Study
The study confine will confine itself to senior managers in
parastatals in Kenya. The content scope will include the effect
of work place conflict on in respect to employee productivity,
job satisfaction and employee turnover on the performance of
senior managers in parastatals in Kenya.
1.8 Assumptions of The Study
It also assumes that workplace conflict have an effect on job
satisfaction, employee turnover, productivity and employee turn
over which thus have an effect on the performance of parastatals
in Kenya..
Justification of the Study
Studies indicate that various studies about the workplace
conflicts have been carried out globally but none has earmarked
the senior managers in parastatals in Kenya..
Chapter 2:Literature review
Concept of workplace conflict
According to Alder.(2008), work place conflict is a sharp
disagreement or opposition of interests or ideas. He further
indicates that anytime people work together ,conflict is part of
doing business especially so since the presence of conflict
lowers employee morale ,increases absenteeism, delayed deadlines
and a general decrease in productivity .According to him managers
spend at least 25% of their time resolving workplace conflict-
thus causing lowered office performance.
Fraenken and Wallen ,(2000), assert that organizations strive to
develop cohesiveness and promote agreement on work environment
that engenders positive thinking among the employees. However, it
is candidly opined that conflict among the employees remains in
some form or the other. Conflict at an initial stage could easily
be controlled but which could lead to complications if allowed to
aggravate. Hence a strategy of conflict resolution in any
organizations becomes mandatory. It has been experienced that
work conflict creates dissatisfaction among the employees. In the
wake of such a situation, routine tasks are adversely affected
than non routine tasks. It is imperative that conflict emergence
be addressed and vigilance is maintained in such an environment
to stall its adverse effect at an early stage. Usually dominant
and avoiding approach creates conflict among the employees. These
conflicts become noticeable during the meetings and general
discussions on organizational objectives and goals. The
phenomenon also takes place whereby useful and important
decisions are at offing stage.
Jones et al (2000) affirms that workplace conflict may occur when
people's ideas, decisions or actions relating directly to the job
are in opposition, or when two people just don't get along.
Conflict in the workplace may be productive if it leads to
positive change, but can also be stressful and unpleasant.
Resolving disputes and clashes at work is important for employers
and employees. There are broadly two kinds of workplace conflict:
when people's ideas, decisions or actions relating directly to
the job are in opposition, or when two people just don't get
along. The latter is often called 'a personality clash'. A
conflict of ideas on any aspect of business can often be
productive, if the parties involved are willing to 'brainstorm'
solutions together. Sometimes, the compromise can be better for
business than either of the original ideas. Conflict of this kind
often generates better work practices and initiates positive
changes that would otherwise never have occurred. Personality
clashes, on the other hand, are very rarely productive (Dowling
et al, 2008). A clash may start with a dispute on business
practices and escalate from there to mutual loathing, or else the
two people may simply have disliked each other from the
beginning. This type of workplace conflict is bad for business,
because it can lead to downturns in productivity and increases in
absenteeism. On an individual level, workplace conflict is
stressful and unpleasant. This anxiety may spill over into other
areas of life and disrupt, for example, personal relationships.
2.2 Theoretical Literature Review
In the theoretical literature, the researcher reviews theories
that are relevant to workplace conflicts and explains the
applicability of these theories in the study.
2.2.1 Social exchange theory
Social exchange theory was developed by Kelley and Thibault
(1978). They claim that parties in a relationship assess their
relationship in terms of what they are putting into the
relationship and what they are receiving. This theory says
conflict arises when one party feels that they are not getting as
much back as they are putting in they feel shortchanged. Social
Exchange theory assumes people behave rationally out of self
interest. This is highly simplistic as research shows that people
do not always behave rationally. For example the entire area of
behavioural economics depends on people not behaving rationally.
2.2.2 The Contemporary theory of conflict resolution
Conflict is defined as disagreement between individuals. It can
vary from a mild disagreement to a win-or-lose, emotion-packed,
confrontation (Kirchoff and Adams, 1982). This paper is based on
the contemporary theory of conflict which recognizes that
conflicts between human beings are unavoidable. They emerge as a
natural result of change and can be beneficial to the
organization, if managed efficiently. This theory by considers
innovation as a mechanism for bringing together various ideas and
viewpoints into a new and different fusion. An atmosphere of
tension, and hence conflict, is thus essential in any
organization committed to developing or working with new ideas.
This theory therefore appreciates the presence of theories in an
organization so long as they are resolve
2.2.3 Labour Turnover Theory
March and Simion, (1958), identified the perceived desirability
of movement and also the main determinants of wok satisfaction.
This theory suggests that the greater the conformity of the job
characteristics to self image, the higher the higher the job
satisfaction and that the predictability of the instrumental
relationships of the job promotes job satisfaction as does the
comparability of work requirements with other role
requirements. They further argue that the size of the
organization influences a person’s decision to leave. Griffeth
and Hom (1995) argues that the withdrawal process is complex and
may take the form of a range of behaviors such as presenteeesm
and absenteeism.
2.3 Empirical literature review
2.3.1 Effects of workplace conflicts on performance of teachers
in public secondary schools
Conflict may have either a positive or a negative effect on
organizational performance, depending on the nature of the
conflict and how it is managed Armstrong (2006). For every
organization, an optimal level of conflict exists which is
considered highly functional as it helps to generate good
performance. When the conflict level is too high (dysfunctional),
performance suffers. Consequently, innovation and change may
become unmanageable and the organization may not adapt to change
in its environment (Beardwell and Claydon ,2007). According to
Advisory, Conciliation and Arbitration Service, (2004), the
informal resolution of dissatisfaction is an essential part of
effective day-to-day management. Most difficulties can be
resolved as they arise but more formal arrangements are necessary
when dissatisfaction in the employment relationship becomes
unresolved conflict.
According to Hart ,(2000), it is now becoming more evident that
this is something that companies and managers need to recognize,
and deal with. Conflict significantly affects employee morale,
turnover, and litigation, which affects the prosperity of a
company, either constructively or destructively. Workplace
conflict is a specific type of conflict that occurs in
workplaces. The conflicts that arise in workplaces may be shaped
by the unique aspects of this environment, including the long
hours many people spend at their workplace, the hierarchical
structure of the organization, and the difficulties (e.g.
financial consequences) that may be involved in switching to a
different workplace. In this respect, workplaces share much in
common with parastatals.
2.3.1 Productivity
Donald, Pietri and Morsley,(2008), defines productivity as a
measure of outputs compared to inputs, to a whole
organization ,productivity refers to the total value of units or
services a company produced as compared to the total cost of
producing them.An increase in productivity translates into lower
prices, larger market share and greater profits which enables an
organization to invest in research and development, utilize new
advanced technology, increase wages and benefits and to improve
working conditions. The managers and the employees s will have a
decline in their productivity because of presence of workplace
conflicts. Besides suffering increased supervisory overhead, the
conflict saddled manager is in danger of losing credibility in
the eyes of peers, subordinates and superiors this may lead to
the manager being dissatisfied for they feel their positions are
no longer being respected.. Subordinates feel a sense of
disappointment when conflicts are allowed to continue. The
managers may begin to look at the disputing group as badly
managed and uncooperative and this may lead to disciplinary
measures being rendered to the employees this may cause low
morale among the employees thus a reduction in production and at
times may result to employee turnover which contributes to a
decline in production before the employee is replaced following
the due recruitment process. Its therefore notable that presence
of workplace conflicts lead to: Excessive employee turnover, Low
morale ,Reduced productivity Quality problems Delayed and missed
deadlines Increased supervision overhead Increased stress Reduced
collaboration Fractionated activities Passive/aggressive behavior
Abusive behavior Damaged management credibility Decreased
customer satisfaction Negative upward attention Split alliances
(factions & cliques) Distrust all these effects will directly or
indirectly have an impact on the productivity.
Tension and stress reduce motivation and disturb concentration.
Poorly motivated employees do not work towards increasing the
organizations productivity and it has led to low morale among
employees. Employees are motivated by a good working condition,
recognition for outstanding performance despite the challenges
and an appealing monetary reward system .A loss of simple
productivity of doing things other than work related activities,
such as discussing the dispute, playing computer games, finding
reasons to get out of the area reduces an average work week to
fewer than 20 hours, based on an annualized, valid time off
adjusted basis. Reduction in productivity is also exhibited by
constant absenteeism of employees with supposedly genuine
reasons. The cost of any conflict in the work place is quite
high; this is so because conflicts leads to dissatisfied
employees including senior managers who are thus de-motivated
affecting their productivity when the productivity is low the
impact is felt by all the stakeholders since .when a managers is
viewed to have failed because of the presence of organizational
conflict ,the labour market is also affected because a company
with persistent latent and manifest conflicts also affects the
recruitment process of the company because the organization is no
longer in a position to attract qualified employees to fill the
vacant positions especially on senior management positions. The
company’s image is also tainted because the market views it as an
unstable environment to invest in. Addressing the effects of
workplace conflict on the senior managers should therefore be
viewed as an important element in achieving organizational
effectiveness and enhancing productivity. Many organizations,
however, suffer chronic patterns of existing conflict that are
costly and often symptomatic of serious organizational
dysfunction.
2.3.2 Job Satisfaction
Job satisfaction is a term that describes a positive feeling
about a job resulting from an evaluating of its
characteristics. According to Fraser, (1984), job satisfaction as
a subjective, personal state perceived by an individual as being
in his favor. He also assumes that humanization of work ensures
the generation or the maintenance of job satisfaction. Job
satisfaction for the individual worker exists when the
perceived benefits of the work exceed the perceived costs by a
margin deemed by the worker to be adequate under the
circumstances,
Hertzberg,(1996), states that the main factors involved in job
satisfaction are advancement recognition, responsibility, growth
and the job itself; these factors are also referred to as
satisfiers will correlate if optimized ,with improved
performance, reduced labor turn over and having more tolerant
attitudes to management. He further identifies dissatisfaction
which is results as an effect of lack of satisfaction as factors
that act against advancement, recognition, responsibility, growth
and the job itself this in most organizations including the
parastatals may occur because the people in management are
blamed in case of the presence of any manifest form of workplace
conflicts and in such occurrences are viewed as failures while
the well management conflicts are not viewed as successful
conflict management thus need for recognition for the managers
effort. This study looks as the workplace conflict as one of the
influences that encourage the employees in senior management
positions to either stay or leave the organization. when an
organization doesn’t handle the effects of the conflict on the
managers themselves the manager as an employee feels less
appreciated since they don’t get room to explain their efforts in
conflict management and are thus judged by the presence of the
manifest conflicts
2.3.3Employee Turnover
Winslow, (1911) focuses on how to manage people within an
organization by maximizing employees performance while at the
same time developing staff and gaining their loyalty in this all
organizations need to spend time, energy and money in the quest
for greater productivity and a stable workforce. Once a senior
managers feels appreciated especially in his efforts on conflict
management, he will tend to work with the organization that
recognizes hard work despite the presence of challenges This
study looks as the workplace conflict as one of the influences
that encourage the employees to either stay or leave the
organization. when an organization doesn’t handle the effects
of this type of conflict the employee feel less appreciated.
Manley (1996)looks at both the negative and positive effects
of employee turnover n thus suggests the creation of the right
organizational environment so as to control the turnover. In
this case the presence of an organizations policy on conflict
will curb turnover which is contributed to by low morale and
dissatisfaction which prompt an employee to quit in search of an
organization where they will be motivated and satisfied through
appreciation of their effort. The cost of any conflict in the
work place is quite high; this is so because conflicts leads to
dissatisfied employees who are thus demotivated affecting
their productivity when the productivity is low the impact is
felt by all the stakeholders since . A company with persistent
conflicts also affects the recruitment process of the company
because the organization is no longer in a position to attract
qualified employees to fill the vacant positions. Addressing
conflict and its effect on employees of all levels of employment
including management and it should therefore be viewed as an
important element in achieving organizational effectiveness and
enhancing productivity. Addressing the effects of workplace
conflict on the senior managers should therefore be viewed as an
important element in achieving organizational effectiveness and
enhancing productivity. Many organizations, however, suffer
chronic patterns of existing conflict that are costly and often
symptomatic of serious organizational dysfunction. The cost of
any conflict in the work place is quite high; this is so because
conflicts leads to dissatisfied employees who are thus de-
motivated affecting their productivity when the productivity is
low the impact is felt by all the stakeholders. The company’s
image is also tainted because the market views it as an unstable
environment to invest in the customers on the other hand lose
faith in the company. Corporate reputation affects the way in
which various stakeholders behave towards an organization,
influencing, for example, employee retention, customer
satisfaction and customer loyalty
CONCEPTUAL FRAMEWORK
INDEPENDENT VARIABLES
DEPENDENT VARIABLE
PRODUCTIVITY
JOB SATISFACTION
EMPLOYEE TURNOVER
PERFORMANCE
Chapter Three : Research methodology
The study used secondary data and Secondary data was collected
based on the findings of published papers, articles, books, prior
studies, and the public service website.
Chapter Four: Research findings and discussions
The study indicates that workplace conflict has a significant
influence on performance of senior managers in that their levels
of productivity will either be high, low or consistent depending
on the perception of the other managers, employees and
organizational stakeholders on the conflict management styles of
these managers and the work time consumed during conflict
management.
From the results there is an indication that the job satisfaction
of the senior managers in the parastatals will have an influence
of their performance in respect to harmonious work relations,
implementable conflict management policy and strategies adopted
by the organization task as well as the compensation levels and
motivation are key determinants of senior managers’ performance
in the public service.
The research further established that employee turnover among the
employees in senior management positions is in the rise because
the managers feel that their conflict management efforts are
unappreciated. Employee turnover also affects the corporate
image of an organization will in return affect the general
performance of the organization and its employees including the
senior managers. The employee loyalty will be reduced and a
feeling of working in an organization which is no longer the
employer of choice will lead to employees including those in
senior management positions to exit the organization: turn over
affects the general performance of an organization.
Chapter five: Conclusions and recommendations
Conclusions
A body of research indicates that workplace conflict has a
significant effect on the performance of senior managers in the
workplace. In conclusion level of productivity, job satisfaction
and labour turn over are affected by the presence of workplace
conflict thus affecting the general performance of senior
managers in the parastatals in. The overall the current
performance of senior managers was noted to be average again as
indicated by the literature reviewed and quite a number of things
need to be implemented to improve the performance of senior
managers.
5.4 Recommendations
In light of the above findings, the researcher made the following
recommendation
For the senior managers level of productivity to remain
consistent with the general organizational performance, the
senior managers should use effective communication to
communicate with each other and with other employees so that
their effort to manage the workplace conflict is appreciated even
in circumstances that the conflict lead to industrial arrest,
they should also never let their status and that of their
colleagues influence their performance, they hold tight to their
prevalent values and to accommodate those of others, discourage
gender discrimination and interact in social group that build
them morally and socially this will earn then support of fellow
employees in case of industrial action since the employees will
view them as one of their own and this will thus create a good
working condition for them thus enhanced productivity.
On job satisfaction; The necessary policies strategies and
procedures for conflict management ought to be put in place by
the organizations management as this is evident of the support
managers get in conflict management; this enhances adequate
motivation and compensation mechanism that are geared to
improving the morale of managers and come up with an appropriate
job design that is all inclusive. The work environment within the
parastatals should be conducive to all stakeholders coupled with
a flexible organizational culture, leadership style and school
philosophies and policies.
To enhance the organizations corporate image; the study
recommends that the organization adapts a conflict management
culture whereby the employees are trained on workplace conflict
and conflict management strategies and thus it becomes the
overall responsibility of the employees to create a work
environment that’s with minimal manifest types of conflict .this
will thus attract the best fit people in the management positions
.
Finally the study recommends that the senior managers should
come up with specific Measurable Attainable Realistic and Time
bound (SMART) goals on conflict management and also to develop a
conflict management policy that is fair, equitable and
transparent so as to reduce employee turn over..
5.5 Suggestions for Further Studies
The researcher recommends that more studies should be carried out
on strategies and mechanisms that should be adopted to overcome
workplace conflicts in the parastatals in Kenya..
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