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
Competency Mapping And Organizational Productivity: A study of Lafarge Cement Company, Calabar, Cross River State, Nigeria (Published)
This research was designed to ascertain the Effect of Competency Mapping and Organizational productivity in Lafarge Cement Company, Calabar. Survey Research Design was adopted for the study and a sample size of 174 was drawn. For the purpose of the study to be achieved, three hypotheses were formulated. The major instrument for data collection was a structured questionnaire administered to the respondents using simple random sampling technique. Data collected were analyzed using percentage and Pearson Product Moment Correlation. From the analysis, the result revealed that competency mapping has significant relationship with organizational productivity. Based on the findings, it is concluded that leadership competency has a significant effect on organizational performance. As a result of this, Management of Lafarge Cement Company should pay attention to various competencies under study as it improves the productivity of organization and also Management of Lafarge Cement Company should train employees to attain certain competencies as it improves the productivity of organization Lafarge Cement Company.
Citation: Bassey Okon Ebong (2022) Competency Mapping And Organizational Productivity: A study of Lafarge Cement Company, Calabar, Cross River State, Nigeria, International Journal of Business and Management Review, Vol.10, No.4, pp.1-16
Keywords: Leadership, Negotiation., Productivity, communication, competency mapping
NEXUS OF CHANGE MANAGEMENT ON ORGANISATIONAL PERFORMANCE AND SURVIVAL IN NIGERIAN UNIVERSITIES (A CASE STUDY OF UNIVERSITY OF ILORIN) (Published)
Most business managers have seen change becoming a regular aspect of organizational life and they must constantly monitor and respond to these changes appropriately. The overriding goal is to optimize the output of the people involved in this process and reduce the risk of failure in achieving the desired change. Change management is usually seen from an organizational context and refers to the process of developing a planned approach to change in an organization. Business environment has become much more turbulent, uncertain and demanding change is inevitable in an organisation. Business operates in a dynamic environment and organisation that fails to recognise the inevitability of change is doomed to fail. This paper is designed to examine the nexus of change management on organisational performance and survival in Nigerian universities using University of Ilorin as a case study. Both primary and secondary sources of data constitute the main source of data gathering. Random sampling technique was used in selecting the sample size. Regression analysis was used to analyse the data obtained and the testing of one hypothesis formulated. The results obtained reveal a strong negative relationship between changes introduced through Computer Based Test in the University.This research recommends that before embarking on any change, the university should attempt to maintain useful customs and informal relationship, build trust, encourage participation, provide information in advance, make only necessary changes, guarantee against loss, provide counselling, allow for negotiation between the University Management and the staff and students.
Keywords: Change Management, Computer Based Test, Counselling, Negotiation., Participation, Transformation