A study on the effect of conflict resolution systems in organisations in Ghana has revealed that firms that adopt conflict resolution strategies achieve higher organisational performance.
It shows that conflict resolution mechanisms, particularly mediation, significantly enhance employee output, employee management, and general organisational performance across various industries in Ghana.
Conducted by Dr Mas-oud Salisu Muhammed, focusing on corporate management in Africa, the study highlights that companies using advanced, integrative conflict resolution strategies see remarkable improvements in employee satisfaction, productivity, and overall business outcomes.
The study, therefore, urges companies to integrate comprehensive conflict management training and modern mediation tools into their performance management systems, suggesting that such initiatives can lead to long-term benefits, including improved employee engagement, sustained productivity, and higher profitability.
The study surveyed 100 middle and senior management professionals in 100 firms across sectors, with the goal of understanding how different conflict resolution approaches influence corporate success. The findings of the qualitative research point to a clear correlation between strategic conflict management and heightened organizational performance, with organisations prioritizing proactive, communication-centered approaches outperforming those using reactive or top-down methods.
“In today’s dynamic corporate environment, traditional conflict resolution methods are often ineffective. The research demonstrates that strategies involving open communication, employee participation, and technology integration foster a more engaged workforce and enhance productivity,” says Dr. Mas-oud, who is an organisational development and conflict resolution expert.
The study’s findings indicate that companies that adopt integrative, communication-based conflict resolution strategies experience greater employee satisfaction and lower turnover rates. According to the research, 80% of participants in these organisations reported feeling more committed to their work, citing open dialogue and involvement in decision-making as key contributors.
“The data clearly shows that workplace conflict management is not just a tool for solving disputes but a vital component in performance management,” explained Dr. Mas-oud, adding that “employees are more productive and innovative when they feel their concerns are genuinely heard and addressed.”
An additional finding of the study was the role of technology, particularly artificial intelligence-driven mediation tools, in enhancing organisational efficiency. Companies that have adopted technology tools such as Online Dispute Resolution reported quicker and more equitable conflict resolutions.
Dr Mas-oud Salisu Muhammed, who is the Group Chief Executive Officer of the Dan Masoud Group of Companies, urged organisations to treat dispute resolution as a strategic business function, to be able to drive positive outcomes across all levels of their organizations.
“The insights from this study will help organisations across Africa understand the immense value of proactive and technologically advanced conflict resolution strategies in reshaping their business for sustainable growth,” he said.
