DEPARTMENT OF BUSINESS ADMINISTRATION

This study was carried out to examine employee employer conflict management and Organisational Perfornance, Adozzillion Homes And Realty, Lekki, Lagos. Specifically, the study aims to investigate the correlation between employee-employer conflicts and organizational performance, identify effective strategies for managing and resolving conflicts between employees and employers and evaluate the impact of conflict resolution interventions on organizational performance in the context of employee-employer relationships. The study employed the survey descriptive research design. A total of 83 responses were validated from the survey. From the responses obtained and analyzed, the findings revealed that there is significant correlation between the presence of conflicts between employees and employers and organizational performance. The findings of the study also revealed that implementing conflict resolution interventions targeting employee-employer relationships lead to significant improvements in organizational performance. The study thereby recommend that employers in the workplace must try to adopt an inclusive and collaborative strategies in conflict management. Both management and employees must resolve to work together amicably by formulating potent strategies and sustaining acceptable policies as effective machinery for managing conflict on continuous basis in organizations. Credible channels of communication and open discussions of conflict in work relations must be encouraged with an attempt to avoid confrontation, competition and domination as conflict management strategies. Employee and employer must be provided with conflict resolution training and workshops so as to help them navigate and resolve conflict effectively.

This study investigated the impact of factors of leadership style on the engagement of non- academic staff at the University ofBenin yielded. The study targeted a sample of fifty-two (52) respondents, in which a total of 52 questionnaires were distributed and a total of fifty (50) questionnaires was filled, retrieved, cleaned and used for this study. The data collected was analyzed using SPSS version 20.0 and descriptive statistics was used to present the results while regression test was employed to make findings on the research hypotheses. Notably, while economic factors and intended goals both showed a positive correlation with employee engagement, their effects were found to be statistically insignificant. In contrast, leaders' communication skills and emotional intelligence emerged as significant drivers of employee engagement. Based on these findings, the following recommendation were made that: the institution’s management should prioritize leadership training on soft skills as doing so would bolster leaders' ability to communicate effectively and enhance their emotional understanding and empathy; incentive structures should be redefined by considering a mix of non-tangible benefits that might cater to emotional and interpersonal aspects of job satisfaction and engagement; clear and collaborative goals should be set; open communication channels should be fostered in institution; the institution should implement emotional intelligence assessments which can inform recruitment decisions, highlight areas for improvement, and guide personalized training and development interventions; and adoption of continuous feedback loop.