The relationship between conflict management styles and job performance among non-executive employees in Dewan Undangan Negeri Sarawak (DUNS)./Nurzianah Raiee

Conflict occurs when needs and desires of two individual or parties are contradicting, consciously or unconsciously. In other words, conflict happens when
parties are not getting what they want. For any organization to be effective there must be efficient means of conflict management styles in order to handle conflict that might be occurs. The purpose of these studies is to examine the relationship between conflict management styles and job performance among non-executive employees in Dewan Undangan Negeri Sarawak (DUNS). The sample size consisted of 80 non-executives staff from Dewan Undangan Negeri Sarawak (DUNS). The participant received a questionnaire to measure the model factor of conflict management styles and job performance. The reliability test of the questionnaires was tested by conducting a pre test. They were analyse by using SPSS software version 23. The Pearson correlation coefficients were used to determine the relationship between conflict management styles and job performance. According to the result, only compromising (r=0.307) showed
medium, positive and significant relationship with job performance while competing (r=0.296), and avoiding (r=0.280) showed low, positive and significant relationship with job performance and accommodating (r=0.168) showed low, positive and not significant relationship with job performance.