Abstract:
Inter-cadre conflict is a common phenomenon in the government service in general.
This is particularly evident in Oyo State Civil and Local Government Services.
Scholars have written extensively on employer-employee conflict and workplace
conflict. Most of the existing works on Local Government are largely on its evolution,
finance, structure, organisation, and most recently, corruption. However, not much
study has been done on inter-cadre conflict in the Local Government Service of Oyo
State. The study, therefore, examined the causes and effects of inter-cadre conflict
among the employees and management in Ido Local Government Area.
Karl Marx‟s Conflict and Douglas McGregor Theory X and Y formed the framework,
while a survey case study research design was adopted. The study population
consisted of the staff of Ido Local Government in Oyo State. Primary sources of data
included a structured questionnaire and in-depth interview guide. Stratified sampling
method was used to administer a questionnaire to 150 respondents, 50 each from the
management, middle level and lower cadre staff. 120 copies of questionnaire were
responded to by the participants and this was analyzed. Twenty in-depth interviews
were also conducted with staff from eight departments. Secondary data included
books, journals, periodicals, internet, and government documents. Data were content
analysed.
Pay-cut without consent, corruption and competition were some of the causes of
conflict. Seventy-three point two per cent (73.2%) strongly agreed that pay-cut
without consent led to inter-cadre conflict, work pressure (70.0%), jealousy (61.7%),
competition (55.0%), corruption (60.8%), accusation (60.0%), indiscriminate
promotion (46.7%), communication (38.3%), too high expectation from work
(35.0%), provocative language (52.5%) and sexual harassment (70.0%.). On the
effects of the inter-cadre conflict, there were positive and negative impacts. For
positive, it was found out that (65.8%) strongly agreed inter-cadre conflict improved
workplace conflict management skill; it improved quality decisions (72.5%), it
improved policies and procedures, (65%); it built team cohesion. On the other hand,
61.7% agreed it wasted time and poor quality work (78.3%); it led to insecurity
(78.3%); it decreased productivity (76.7%); it led to strike and rebellion (65.0%); it
caused high employee turnover (60.8%); and it broke relationship between employees
(57.5%). To minimise inter-cadre conflict, 42.5% strongly disagreed conflict can be
resolved by negligence; the Local Government Service Commission had to intervene
(37.5%). On the best means of managing the management-employee conflict, 43.3%
strongly agreed employees and management should seek compromises; while 55.0%
opined that managers should help resolve the issues.
Inter-cadre conflict in the Local Government Service of Oyo State are caused mainly
by corruption, work pressure and sexual harassment; in reaction to which there are
positive and negative effects. Regular meetings of management and employees should
be organised to address these differences. Mediation should be adopted in resolving
conflict between management and employees.