Conflict management and organizational performance in health training institutions in Busoga sub-region.
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Date
2026
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Busitema University
Abstract
Organizational performance has changed over time to a wider, more realistic and holistic approach, incorporating aspects of efficiency, sustainability and effectiveness. The study aimed to examine the effect of conflict management practices on organizational performance in health training institutions in the Busoga sub-region of Uganda: Jinja School of Nursing and Midwifery, Jinja Medical Laboratory Training School, Ophthalmologic Clinical Officers Training School–Jinja, and International Institute of Health Sciences–Jinja. The study adopted a cross-sectional design that combined both qualitative and quantitative approaches and the target study population comprised 116 key individuals, from which an intended sample of 112 participants was selected comprising 96 survey respondents and 16 key informant interviewees, plus four focus group discussions. Data collection instruments included 5-point Likert-scale questionnaires, semi-structured key informant interview guides, and focus group discussion guides. Field data collection achieved 112 responses (100% retrieval rate) and quantitative data were analyzed using descriptive statistics, Pearson correlation, simple linear regression, and multivariate regression models in SPSS Version 27.0, while qualitative narrative data were analyzed using verbatim transcription, open coding, and thematic analysis. Bivariate correlation and simple linear regression indicated that negotiation practices (r = 0.407, p < 0.001, R2 = 0.166), communication practices (r = 0.370, p < 0.001, R2 = 0.137) and collaboration (r = 0.443, p < 0.001, R2 = 0.196) were significantly and positively associated with organisational performance. However, when evaluated simultaneously in a multivariate regression model, collaboration practices emerged as the sole statistically significant independent conflict management predictor of organizational performance (B = 0.453, beta = 0.368, t = 2.345, p = 0.021), whereas negotiation and communication did not retain independent statistical significance. The study concludes that conflict management operates as an integrated system, where collaboration acts as the primary driver of performance while negotiation and communication provide essential baseline operational conditions. Institutional management and department heads should formalise cross-departmental collaboration, enforce structured follow-up on negotiation agreements, enhance communication clarity, and provide continuous staff capacity building in constructive problem-solving.
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Hanaba, B. (2026). Conflict management and organizational performance in health training institutions in Busoga sub-region. [Unpublished dissertation]. Busitema University.