CONFLICTS AND CONFLICT MANAGEMENT IN HIGHER EDUCATION INSTITUTIONS IN GHANA: A STUDY OF THE DR. HILLA LIMANN TECHNICAL UNIVERSITY

Abstract

In recent times the Dr. Hilla Limann Technical University (DHLTU) has witnessed several institutional conflict situations that have attracted a lot of concerns in the higher education sector in Ghana. The study sought to ascertain the major causes of conflicts at the DHLTU and how conflicts can be handled to enhance individual and institutional performance. The study used the explanatory sequential mixed method design which integrated quantitative and qualitative approaches to comprehensively explore the causes, impacts, and management strategies of conflicts in DHLTU. It was guided by the human needs, structural, and economic conflict theories. A total of 140 respondents were selected, comprising faculty, administrative personnel, and other stakeholders directly involved in or affected by institutional conflicts. All 130 respondents were selected using the census approach in addition to 10 others selected purposely. Data collection was conducted using structured questionnaires and in-depth interviews, ensuring both breadth and depth in understanding the phenomenon. Data obtained were analysed (quantitatively and qualitatively) to describe and draw inferences from the responses. Kendall rank correlation was a major statistical technique used to measure agreement among respondents. The study found that leadership style, indiscipline, favouritism, past unresolved conflicts, communication breakdown, delay/denial in promotion and unqualified leadership were the major causes of conflicts. Conflicts were dysfunctional and had led to loss of contact hours, sabotage of leadership, lack of commitment to duty, high turnover of staff, communication breakdown, low morale, low productivity, low student enrolment and retrogression. Positively, conflicts enhanced teamwork and corrected some management ills. The University, in managing conflicts, resorted to the law courts and other third-party interventions which did not yield the desired results. These strategies were not effective enough to bring lasting peace. Leadership style, institutional structure, lack of skills, resorting to courts, unfair application of the rules and regulations, lack of conflict policy and communication breakdown were identified as major barriers to effective conflict management. The study recommends, among other things, re-orientation of all employees of the University to appreciate the fact that conflicts are natural and have some opportunities imbibed in them; leadership varying their leadership approaches based on the situation and avoiding discrimination and favouritism; and the development of conflict management policy, effective communication and strict implementation of such a policy.