Exploring organisational commitment and conflict management styles in a South African aeronautical manufacturing plant

Abstract

This study examines the correlation between organisational commitment and conflict management strategies at a South African aeronautical manufacturing facility, especially Jonker Sailplanes. The study examines the impact of several conflict management strategies on employee commitment across various organisational positions. A qualitative methodology was utilised, incorporating semi-structured interviews with 15 participants from several departments and hierarchical tiers within the business. Data analysis was performed utilising Atlas.ti, revealing five principal themes: discrepancies in commitment associated with conflict management styles, communication as a mediator in conflict resolution, the influence of leadership on conflict, career development as a catalyst for commitment, and the significance of emotional climate in conflict resolution.

The research indicated integrative and collaborative conflict management styles bolster organisational commitment, but avoidant and competitive approaches diminish it. The study underscored the significance of communication and leadership in conflict situations, asserting that proficient conflict management might enhance overall organisational well-being. The results indicate that a systematic methodology integrating the Viable Systems Model (VSM) and Total Quality Management (TQM) may proficiently direct conflict management techniques to enhance commitment.