The relationship between conflict management styles and job performance among support staff at Land and Survey Head Quarters, Kuching, Sarawak/Nur Fazimah Ibrahim

This study was undertaken at Land and Survey Head Quarters in which it was one of the public corporations located in Kuching, Sarawak. The purpose of the study is to present the conceptual framework adapted from Kilmann Conflict Management Styles Model (1976) as this theory has established conflict management styles that contribute to job performance. This study investigates the relationship between the conflict management styles that includes of competing, accommodating, avoiding and compromising towards job performance. A total of 110 questionnaires were distributed among support staff at Land and Survey Head Quarters. The data were collected from source of structured questionnaires with a total number of 29 items. In which four questions dedicated to demographic background, five questions dedicated to competing, five questions dedicated to accommodating, five questions dedicated to avoiding, five questions dedicated to compromising and five questions dedicated to job performance. The data were analyzed using SPSS Version 20 as the result described the positive relationship would exist between conflict management styles and job performance. The results show that there is positive, high and significant relationship between competing and compromising and job performance. Besides, there is a positive, medium and significant relationship between accommodating and avoiding and job performance. However, the best conflict management style that preferred to be used in the organization
is compromising.