EFFECT OF CONFLICT MANAGEMENT ON EMPLOYEE ENGAGEMENT IN THE INSURANCE SECTOR: EVIDENCE FROM LEADWAY ASSURANCE, NIGERIA
Abstract
The study investigated conflict management and employees’ engagement in the insurance sector in Nigeria. The objective was to establish effect conflict management style (avoidance, accommodating, and competing management styles) on employees’ engagement (emotional, cognitive, and physical employees’ engagement) in insurance company in Lagos State using a survey research design. Leadway Insurance Company was surveyed random sampling technique. A total population of 310 regular employees were investigated with a sample size of 228. The validity of the instrument was determined using content and construct validity while Cronbach Alpha was used to ascertain the reliability of the instrument. Bivariate linear regression Analysis was used to analyse the hypothesis with the aid of Statistical Package for Social Science (V26.0). The study found that avoidance conflict management had significant effect on emotional employee engagement in Leadway Assurance, Lagos state, Nigeria (β = 0.351, t = 4.594, p < 0.05). Findings further revealed that accommodating conflict management influenced cognitive employee engagement in Leadway Assurance, Lagos state, Nigeria (β = 0.284, t = 3.973, p < 0.05). Moreover, there was a significant effect competing conflict management on physical employee engagement in Leadway Assurance, Lagos state, Nigeria (β = 0.527, t = 7.670, p < 0.05). It concluded that conflict management promotes employees’ engagement in the insurance sector in Nigeria. Based on the findings, the study recommended amongst others that insurance companies should sensitize and train their employees about the conflict management and what it is all about.
Keywords: Insurance companies, Conflict management, Employee engagement, Nigeria
CITATION Odunayo, H. A. (2022). Effect of conflict management on employee engagement in the insurance sector: Evidence from Leadway Assurance, Nigeria. The Strategic Journal of Business & Change Management, 9 (3), 274 -287.
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DOI: http://dx.doi.org/10.61426/sjbcm.v9i3.2370
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