Use of Personality for Managing Conflicts to Increase the Productivity in Sri Lankan food Processing Sector

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dc.contributor.authorPatalee, M.A.B.
dc.contributor.authorAthauda, A.M.T.P.
dc.date.accessioned2021-10-22T07:55:46Z
dc.date.available2021-10-22T07:55:46Z
dc.date.issued2011
dc.description.abstractNote: See the PDF Version Organizational conflict is considered as legitimate, inevitable, and even a positive indicator of effective organization management (Rahim, 2002). Organizational conflict occurs when members engage in activities that are incompatible with those of colleagues within their network, members of other collectives, or unaffiliated individuals who utilize the services or products of the organization (Roloff, 1987). Conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient manner (Ma, 2003). It is now recognized that conflict within certain limits is essential to productivity. Conflict management involves designing effective macro-level strategies to minimize the dysfunction of conflict and enhancing the constructive functions of conflict in order to enhance learning and effectiveness in an organization (Rahim, 2002). The most accepted model for conflict management has been designed by Thomas in 1976 (Ma, 2003). He identifies five different conflict handling styles based on two dimensions. They are Assertiveness and Cooperativeness (Figure 1). High Accommodating Collaborating Cooperativeness Compromising (Concern for others) oi(ling Competing Low Low High Assertiveness (Concern for self) Figurel: two dimensional models of Conflict Handling Styles Conflict styles refer to specific behavioral patterns that one prefers to employ when addressing conflict situations (Ma, 2003). Early studies supported a relationship between personality dimensions and the five styles of handling interpersonal conflict, while others have reported weak relationships between personality and styles of conflict handling (Ma and Kao, 2008). When considered the Sri Lankan food processing sector, it can be categorized into a large number of sub sectors including fresh fruit and vegetables, poultry/meat, processed meat and fish, dairy products, biscuit and confectionary, bakery and flour Based products, non-alcoholic beverages, and coconut products etc. Total contribution of the sector to GDP is 8.4billion (Anon, 2010). There are approximately 100,000people are employed in agro-industrial and food processing industries (Sellahewa, 2009) and it is accounted 24.2% of the total workforce offering immense employment opportunities emphasizes the importance of food processing sector to the economy of the country. However, the presence of conflicts result in high labour turnover, job dissatisfaction and declined productivity in the food processing sector as in any other sector. According to the statistics of department of labour, fifteen strikes were recorded including food processing sector in 2010 (Anon, 2010).The objective of this study was to find out how the productivity of food processing sector can be increased by revealing the relationship between personality and individuals, preferred conflict managing styles.en_US
dc.identifier.issn22359877
dc.identifier.urihttp://www.erepo.lib.uwu.ac.lk/bitstream/handle/123456789/7336/361-Use%20of%20Personality%20for%20Managing%20Conflicts%20to%20Increase%20the%20Productivity%20in%20Sri%20Lankan%20food%20Processing%20Sector.pdf?sequence=1&isAllowed=y
dc.language.isoenen_US
dc.publisherUva Wellassa University of Srilankaen_US
dc.subjectFood Technologyen_US
dc.subjectFood Scienceen_US
dc.subjectEntrepreneurshipen_US
dc.titleUse of Personality for Managing Conflicts to Increase the Productivity in Sri Lankan food Processing Sectoren_US
dc.typeOtheren_US
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