The relationship between conflict management styles and job performance among non-executive employees in Majlis Bandaraya Kuching Selatan (MBKS)./Erikca Gordon

This study was undertaken at Majlis Perbandaran Kuching Selatan (MBKS) in which it was one of the public corporation located in Kuching, Sarawak. The purpose of the study is to present the conceptual framework adapted from Kilmann Conflict Management Styles Model (1976) as these theory established conflict management styles that contribute to job performance. This study investigates the relationship between the conflict management styles that consists of competing, accommodating, avoiding and compromising towards job performance. A total of 120 questionnaires were distributed among non-executive employees at MBKS, Kuching. The data were collected from source of structured questionnaires with a total number of 29 questions. The data were
analyzed using SPSS Version 24 as the result described the positive relationship would exist between conflict management styles and job performance. The Pearson correlation coefficients were used to determine the relationship between conflict management styles and job performance. According to the result, only compromising (r=0.535) showed high, positive and significant relationship with job performance while competing (0.446) and avoiding (r=0.433) showed moderate, positive and significant relationship with job performance and accommodating (r=0.086) showed low, positive and not significant relationship with job performance. However, the best conflict management styles that should be applied in the organization is compromising.