Effect of conflict management on organizational performance: Moderating role of organizational commitment

Abstract

With a focus on the moderating role of organizational commitment, this study examines the effects of conflict management and team coordination on organizational performance within the Federal Inland Revenue Service (FIRS) Bauchi office, Nigeria. Data is collected from 184 FIRS employees in Bauchi state using a cross-sectional survey design. In order to get quantitative data, questionnaires are distributed. Statistical Packages for Social Science (SPSS) V. 26 is used to analyze quantitative data. To determine the significance of the variables, methods including frequencies, means, standard deviations, correlations, and regression analysis are used. To gain a more thorough knowledge of the correlations between the variables, partial least squares structural equation modeling, or PLS-SEM, is utilized. Findings reveal that conflict management greatly effects organizational success. Moreover, organizational commitment moderates the association between conflict management and organizational performance. These findings' theoretical ramifications highlight how crucial it is for corporations to include conflict management systems. Furthermore, the practical ramifications imply that using conflict management to improve organizational performance requires organizational commitment. In order to promote organizational performance within FIRS Bauchi state, this study emphasizes the critical significance that organizational commitment and effective conflict management play. Some suggestions include stressing the developmental nature of conflict management procedures and incorporating conflict management systems at higher organizational commitment levels.