WPC 480_ASU_ASSIGNMENT 2024_CONFLICT MANAGEMENT STRATEGY AS AN EFFORT TO IMPROVE PERFORMANCE TEAMWORK OF EDUCATION PERSONNEL

CONFLICT MANAGEMENT STRATEGY AS AN EFFORT TO

IMPROVE PERFORMANCE TEAMWORK OF EDUCATION

PERSONNEL

I. Introduction:

One indicator of organizational success is reflected in the performance generated

comprehensively, both performance from financial aspects, human aspects, aspects of work

methods and a conducive environment. Related to the performance of human resources (HR)

is influenced by two main categories of factors, namely internal factors and external factors of

HR (Kaushal and Kwantes 20006). Internal HR factors are a state or condition that exists

within individual employees and can directly affect performance. These internal factors can

include knowledge, enthusiasm, attitude, satisfaction, discipline, stress, commitment and

many others. These things are certainly interrelated and have a significant direct impact on the

progress of the organization or institution. Likewise with external factors where a condition or

situation around us that can indirectly affect performance. These external factors include the

work environment, government or institutional policies, competition, institutional

management systems, culture and the role of leaders and other factors.

West (2002) and Tjosvold et al. (2002) revealed that an organization will not run well if

there is no role of the leader as the person responsible for the organization. The leader will not

be maximized in carrying out his duties without subordinates (employees) who always

interact and help him. The existence of leaders and subordinates (employees) is proof that

organizations and structures are interrelated. Therefore, the term structure is used in a sense

that includes: size (of the organization), degree of specialization given to members to the

organization, clarity of jurisdiction (work area), compatibility between members' goals and

organizational goals, leadership style, and reward system. As a benchmark, research shows

that organizational size and degree of specialization are variables that encourage structural

conflict. The larger the organization, and the more specialized its activities, the greater the

likelihood of conflict (Eisenhardt et al. 1997 and Tang 2007).

According to Eisenhardt et al. (1997) conflict is an interaction process that occurs due

to a mismatch or difference between two opinions (points of view), whether it occurs in size

(organization), the degree of specialization given to members of the organization, clarity of

jurisdiction (work area), compatibility between member goals and organizational goals,

leadership style, and reward systems that affect the parties involved, both positive and

negative influences. Meanwhile, according to Lambert et al. (2006) conflict is a situation that

occurs when there are differences of opinion or differences in perspective between several

people, groups or organizations. Mutual self-defense, at least between two groups, which have

different goals and views, in an effort to achieve one goal, then they are in a position of

opposition rather than cooperation. If an organization rigidly resists change, the conflict

situation that occurs will not subside. The tension will increase "temperature" and each new

conflict will further divide the sub-units of the organization concerned (Lambert et al. 2006).

In the process of interaction between a subsystem and other subsystems, there is no

guarantee that there will always be compatibility or compatibility between the individual

implementers. At any time tensions may arise, both between individuals and between groups

in the organization. Many factors are behind the emergence of incompatibility or tension,

including; different personal traits, differences in interests, "bad" communication, and

differences in values. These differences eventually bring the organization into an atmosphere

of conflict. For organizations to perform effectively, interdependent individuals and groups

must create working relationships that support each other, towards achieving organizational

goals (Lambert et al. 2006).

It is revealed in Irawati's research (2007) that various differences that arise in

organizations can lead to cross opinions, quarrels or even conflicts within the organization.

The existence of job design and job description has automatically positioned a person as a

competitor for others, resulting in competition that is often bad for the overall performance of

the organization. Nowadays, job descriptions are starting to be abandoned and switched to the

team description system. If there is competition and even hostility that should not be

necessary, then the leader must be able to understand what the members of the organization

really want and try to overcome the conflict that arises without harming the organization

itself. In other words, management must be able to facilitate various activities within the

organization in order to produce good performance with a minimum level of internal conflict.

It is not uncommon for an organization to include managing teamwork to get the job

done. A solid team will successfully carry out the organizational tasks assigned to them. They

have a strong commitment in dreaming up important decisions that have been formulated and

agreed to be implemented together. But there are also some members in a team or group who

cannot adjust to their environment to work together. People who fall into this category will be

an obstacle to progress for an organization (De Dreu and Weingart 2003).

Organizational activities can be effective if individuals and other work groups have

interdependence that can create working relationships that support each other, towards

achieving organizational goals, trying not to create differences that will eventually become a

conflict. To create a more conducive work atmosphere, a strategy in managing conflict is

needed. Kaushal and Kwantes (2006) define that strategy is the work plan of a company that

aims to create a competitive advantage. Strategy can be seen as a tool that can determine the

organization's steps both in the short and long term. Thus it can be concluded that strategy is a

series of activities that consider aspects of the organization's strategic goals using targeted and

appropriate methods, especially in the management of human resources as the main element

that has an important role for the sustainability of organizational performance.

Strategies on conflict management are needed for individuals and groups as an effort for

a process of improving personal relationships related to work completion. According to

Kwantes et al. (2008) it takes five strategies to manage conflict, namely by obliging,

integrating, avoiding, dominating and sacrificing and having an impact on personal

performance and group performance.

Companies that try to implement conflict management strategies are able to create

harmonious working relationships with mutual respect for differences, willing to accept input

for the good of organizational goals, maintain and respect each other's feelings and build open

communication with full sincerity (Kwantes et al. 2008). These efforts will have a positive

impact on the psyches of individuals and work groups because of the feeling of involvement

and appreciation for their abilities, expertise to be utilized to achieve the expected goals of the

company / institution so that of course the results of these efforts will have an impact on

improving performance, both individual and work group performance. Performance can be

defined as a performance that is the result of individual or group employee work where the

real behavior displayed is in accordance with its role in the organization (De Dreu and

Weingart 2003). Meanwhile, according to Sudarma (2012), performance is defined as

something that is done either a product/service produced by a person or group of people.

According to Tjosvold et al. (2002) team performance is actually assessed from the

ability of harmony of each individual employee in sharing basic tasks and job functions with

other coworkers, openness through the use of communication between coworkers, considering

work effectiveness and efficiency, and willing to accept new methods in completing work.

The purpose of this study is to explain the effect of conflict management strategies on

teamwork performance, because it is realized or not that conflict can be a serious problem in

every organization, regardless of the form and level of complexity of the organization.

Cooperation (teamwork) is a system of work done by two or more people to get the goals

planned together. Teamwork is a necessity in realizing the success of work performance and

achievement. Cooperation in the work team will be a driving force that has energy and

synergy for individuals who are members of teamwork. Communication will run well based

on the awareness of the responsibilities of each member (Tjosvold et al.2005).

West's (2002) research proves that group work leads to better efficiency and

effectiveness. This is very different from work carried out by individuals. Each team and

individual is closely related to cooperation that is built with the awareness of achievement and

performance.

Education personnel at Universitas Negeri Semarang (UNNES) are human resources

that have an important role to support the performance of the academic community, which is

obliged to provide academic services. In carrying out its duties, it is inseparable from the

interdependence and even the relationship between one unit and another to other units. If there

are communication errors or differences in understanding, sometimes it becomes a clash that

results in conflict, for example, miscommunication between work teams and superiors in

receiving or interpreting messages, so that they become unclear and inappropriate, there are

differences in methods or ways of completing work, while discrepancies will have an impact

on performance both individually and work teams. This condition is in line with Gibson's

opinion that conflict management in addition to creating cooperation, interdependent

relationships can also create conflict. This happens if each component of the organization has

its own interests or goals and does not cooperate with each other. Conflict can be a serious

problem in any organization, regardless of the form and level of complexity of the

organization. The conflict may not bring "death" to the organization, but it can definitely

reduce the performance of the organization concerned, if the conflict is allowed to drag on

without resolution.

Starting from the above phenomenon, a strategy is needed in managing conflict so as

not to cause harm to all parties such as personal psychological losses of the employees

themselves, loss of value of relationships with colleagues and losses for the organization as a

whole. Effective conflict management for employees will result in a positive and conducive

relationship where the management is able to create harmony at work. The existence of

mutual need between work group colleagues in other words, a sense of dependence is felt for

a group of employees as a team unit at work, and overall it will certainly improve team

performance (Irawati 2007). The problem in this study is to determine the application of

conflict management strategies and their effect on teamwork performance in educational staff

at Semarang State University.

To create and improve the performance of both individuals and teams, a strategy is

needed in managing conflict so as not to cause harm to all parties such as personal

psychological losses of the employees themselves, loss of value of relationships with

colleagues and losses for the company/organizational institution as a whole (Tang 2007).

Thus, the proposed hypothesis is:

Ha: conflict management strategies have a positive and significant effect on teamwork

performance.

II. Research Methods:

The population in this study is all educational staff in Semarang State University

(Unnes) who are still actively working, totaling 721 people from 10 work units. After the

number of population size is known with certainty then in determining the number of samples

using the Slovin formula calculation obtained 88 people who became respondents. The

sampling technique used proportional sampling where members or elements of the research

population are not homogeneous and stratified proportionally (Sugiyono 2003).

The research variables used in this study consist of conflict management strategies (x)

with indicators developed including avoiding, accommodating, competing, compromising and

collaborating. While the dependent variable in this study is teamwork performance (Y) with

indicators of work harmony, open communication, how to get the job done, cooperation and

leadership roles.

Various effective conflict management in the explanation of Robbins and Hunsaker

(1996) and Kaushal and Kwantes (2006) is to make various efforts by avoiding the creation of

conflict, accommodating existing conflicts, using competition to utilize conflict into positive

activities, making compromises, and being able to collaborate different opinions or ideas into

an input or solution to solve problems. These efforts according to research conducted by

Irawati (2007) proved a significant increase in group performance through work harmony,

open communication, how to complete work, considering work effectiveness and efficiency.

III. Results and Discussion

Instrument testing was carried out using validity and reliability tests with Likert scale

measurements on 32 questionnaire items regarding conflict management strategies and

teamwork performance. From the results of the instrument validity test, it can be seen that all

questionnaire items have a significance value < sig required 0.05, so it can be concluded that

all the results of the instrument items are valid and feasible to use in this study.

Based on these results, it is known that the R value2 is 0.558 or 55.8%. This means that

the percentage contribution of the influence of conflict management strategies on teamwork

performance is 55.8% while the remaining 44.2% is influenced by other variables not

included in this model. From the test results, it can be explained that conflict management

strategies are able to influence teamwork performance through 4 indicators where employees

are proven to be able to accommodate suggestions from other coworkers, maintain mutual

feelings and willingness to help coworkers, the ability of employees to collaborate ideas with

other people's ideas in order to get the expected solution, this result can create good

performance between the two (both for individuals and work groups). Another thing that is

important in managing conflict is the activity of avoiding unpleasant differences of opinion

and maintaining communication with other parties that have no relevance is also carried out in

a sustainable and integrated manner in other work units so that company goals can run

effectively and efficiently. This result is in line with the opinion of Eisenhardt et al. in

Robbins and Hunsaker (1996) and De Dreu and Weingart (2003) that to maintain the

individual performance of a person and his work group in an organization, a conflict

management strategy is needed through a conflict management strategy five activities such as

avoidance, accommodation, compromise, competition and collaboration.

1. Avoiding

A person or organization tends to avoid conflict. Things that are sensitive and have the

potential to cause conflict are avoided as much as possible so as not to cause open

conflict.

2. Accommodating

Team members want to collect and accommodate the opinions and interests of the

parties involved in the conflict, then find a solution while prioritizing the interests of

other parties based on the input obtained.

3. Compromising

Conflict resolution by negotiating with the conflicting parties, so as to produce a

solution (middle way) to the conflict that is equally satisfying (lose-lose solution).

4. Competing

Conflicting parties compete with each other to win the conflict, and in the end there

must be parties who are willing to sacrifice (defeat) their interests in order to achieve

the interests of other stronger or more powerful parties (win- lose solution).

5. Collaborating

Conflicting parties will both obtain satisfactory results, because they actually work

synergistically in solving problems, while still respecting the interests of the other party,

so that the interests of both parties are achieved (resulting in a win-win solution).

Thus, conflict management is proven to be able to make a general contribution to the

company's teamwork performance. This can be seen in the creation of work harmony,

openness in communication, the use of appropriate work resolution methods, and considering

the effectiveness and efficiency of work that supports teamwork. Meanwhile, the competition

indicator has not been fully carried out. This can be seen in the respondents' answers related

to involving other people's expertise in teamwork which is still low.

These results are overall consistent with the previous literature review revealed by West

(2002), Tjosvold et al. (2002), Irawati (2007) and Eisenhardt et al. (1997) interpreted that

conflict management for teamwork will produce a positive and conducive relationship where

the management is able to create harmony at work and the existence of mutual need between

work group colleagues. In other words, a sense of dependence is felt for employees as a team

unit at work, such as implementing open communication and considering work effectiveness

and efficiency. If this is done correctly, it will be able to improve the performance and image

of the institution.

IV. Conclusion:

It can be concluded from the results of the analysis and discussion that conflict

management strategies have a positive and significant effect on the performance of

educational staff teamwork. This shows that the better the conflict management strategy is

carried out, the more it can improve the performance of the educational staff teamwork, the

results of which can be measured through the creation of work harmony, the establishment of

open communication, consideration of the effectiveness and efficiency of work and openness

in the use of methods to assist in completing work.

Suggestions that can be given to leaders (managers) that managing work conflicts

requires effective strategies to manage conflicts so that they do not become obstacles in

improving performance both individual performance and team performance by avoiding,

accommodating, collaborating, and compromising. While in the competition strategy, the

institution, in this case the leader, should provide opportunities for other coworkers to show

their expertise by helping to make decisions or find the right solutions from these activities,

the leader will be able to see the best inter-individual performance because at least through

providing the same opportunity indirectly we have participated in assessing and evaluating the

characteristics and performance of each individual employee. This opportunity will also make

employees think positively of other employees.

Suggestions for future researchers are the need to develop and consider other strategies

or orientations for managing work conflicts. This is done by adding work ethics variables to

education personnel who are a work team unit in an organization, so that it can help in

controlling conflict management directly. This does not only consider employee

psychological orientation and task orientation, but also understands the norms that apply at

work which ultimately have an impact on the achievement of teamwork performance and

institutional performance. It is also necessary to develop broader research, for example, not

only among educational staff, but among lecturers in order to generalize and find out

variations in conflict management in a higher education institution so that this conflict

management study becomes more diverse and find out the differences in research results.