Impact of Conflict Management on Employee Performance in Nigerian Revenue Service (Published)
Conflict is an inevitable feature of large-scale, rule-intensive administrative environments such as tax authorities, where multiple organizational units must navigate complex regulatory frameworks under stringent accountability and sanctioning regimes. Within the Nigerian Federal Inland Revenue Service (FIRS), ineffective management of intra-organizational disagreements has been shown to prolong case processing cycles, escalate operational rework, and diminish overall system throughput. This study investigates the relationship between three distinct conflict management strategies—negotiation, collaboration—and employee efficiency, conceptualized through metrics including turnaround time, rework frequency, throughput volume, and adherence to statutory deadlines. Grounded in contingency theory and organizational information-processing perspectives, and enriched by constructs such as psychological safety, team learning, hierarchical dynamics, and cultural tightness–looseness, the research employs a cross-sectional survey of 371 FIRS personnel. Data were collected using five-point Likert scales and analyzed via multiple regression, with efficiency as the dependent variable. Findings indicate that all three strategies significantly predict efficiency, with collaboration demonstrating the strongest positive association (β = .41, p < .001), followed by negotiation (β = .28, p < .001. The model accounted for approximately 42% of the variance in efficiency and satisfied standard diagnostic criteria. The study delineates the contextual conditions under which each strategy is most effective within the tightly coupled, high-ambiguity, and time-pressured environment of tax administration. Furthermore, it translates regression coefficients into practical implications for operational indicators such as case cycle time and rework rates. It is recommended that FIRS prioritize collaborative problem-solving and integrative negotiation in leadership development programs and implement systematic monitoring of efficiency metrics alongside observed conflict-handling behaviors to inform training, process redesign, and performance management systems.
Keywords: Collaboration, Negotiation., Nigerian public sector, conflict management strategies, employee efficiency, federal inland revenue service, tax administration
Human Resource Management and Employee Performance in Health Centers in Juba City (Published)
The study looks at how human resource management affects employee performance. It focused on investigating the relationship between employee performance in health facilities and motivation, recruitment, and performance appraisal. Three separate health centers in Juba City were used to conduct the study. The study used a descriptive research design the target population was all 60 staff working at the headquarters of the health centers in Juba City. Stratified random sampling was used to select the target population. The sample size of this study was therefore 52 staff. Primary data was used, and it was collected through the use of semi-structured questionnaires. The questionnaire generated both qualitative and quantitative data. Qualitative data was analyzed by using correlation and regression analysis, and the results were presented in table form. Qualitative and quantitative data were examined using inferential and descriptive statistics, as well as statistical software known as the Statistical Package for Social Sciences (SPSS), version 25.0. Descriptive statistics comprised percentages and frequencies, as well as regression and correlation analysis results. It was discovered that a company can only be as effective as its people, as employee performance is the most important component in determining an organization’s success. This study looks into how HRM affects worker performance in healthcare institutions, with a focus on how important recruitment, performance reviews, and motivation are to the success of a business. Better individual performance has the potential to improve organizational performance. A strategy for continuous performance improvement and a work environment that is relevant are necessary. This should be the top priority for human resource managers. Beyond health centers, future studies should include parts of human resource practice as well as private and public health centers.
Keywords: Employee Productivity, Human Resource Management, employee efficiency, performance appraisal employee performance