International Journal of Human Resource Management and Research (IJHRMR) ISSN 2249-6874 Vol.

2 Issue 4 Dec - 2012 113-125 TJPRC Pvt. Ltd.,

DO RECRUITMENT, TRAINING AND COMMUNICATION AFFECT EMPLOYEES PERFORMANCE? 1 1

An Analysis of Factors Behind Employees Conflict

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GHULAM MUSTAFA, BABAK MAHMOOD, 3MALIK MUHAMMAD SOHAIL & 4SIDRA SAEED Scholar, National College of Business and Economics Lahore, Pakistan Assistant Professor, Department of Sociology, University of Sargodha, Pakistan 3 Research Scholar, Department of Sociology, G.C. University Faisalabad, Pakistan 4 Research Scholar, Department of Sociology, G.C. University Faisalabad, Pakistan
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ABSTRACT
Conflict is inevitable when large number of people work together under same roof. This conflict may hamper the organizational development and employees performance. This study aims to explore the relationship among Recruitment, Training, Communication and Employees Performance within organizations. Required Data was collected from various knitwear industries located in Faisalabad district. These knitwear industries were selected on part of their production volume levels from high, medium to low so that a representative sample of the industry could be collected. Sample of 117 respondents was gathered by using probability sampling method. Chi-square and Gamma test were applied to data for analysis.

KEYWORDS: Recruitment, Training, Communication, Employees Performance INTRODUCTION

Conflict management has been modified into an important subfield of organizational behavior over the little period of time (Kozan, 1997). This development represents the wider acceptance of conflict phenomenon as an organizational fact and its increasing needs of its management. Conflict is a state of opposition, disagreement or incompatibility among persons, or groups due to differences over goals, ideas, interests or objectives. It is natural and inevitable part of all human social relationships (Sandole & Staroste, 1987). Conflict can exist within a particular project or company units. The conflict in teams or groups is unavoidable, and its results cannot be predetermined (Litterer, 1996). Every organization encounters conflicts on a daily basis and it is necessary to follow the indicators continuously that lead to their presence. In organizations communication, organization structure and factors of personal variables can be the potential sources of conflicts (Dreu, 2001). Wilson (2009) in their individual researches refer that unless conflict is fully resolved, it may remain latent in the situation as persisting threat for future conflicts. To reduce the potential of its reappearance in future its imperative to understand and implement effective conflict resolution strategies in order to eliminate its underlying causes. Because if the conflict is left fester it may cause low work efficiencies, low productivity, inferior product quality and consequently fewer profits (Michael, 2011). Although conflict cannot necessarily be resolved absolutely but the application of effective conflict management skills can minimize the odds of non productive outcomes of conflicts in the organizations. Textile sector is one of the key industries in Pakistan. It is the most vital sector of the countrys economy. It contributes 46% share in total manufacturing sector, 66% in total exports and 38% in the value added production of manufacturing sector. It share about 9% in countrys GDP and has 40% share of jobs in manufacturing industry. Knitwear sector is one of the key growing subsectors within the textile value chain of the country. This sector utilizes the major part of the workforce of the textile industry. This sector has major part in higher growth rate of national exports. Today knitwear industry is facing serious operational problems on part of greater than before costs of production, low productivity, poor quality of work & products, feeble management and marketing skills. Hence the sector is confronting

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serious threats of losing its share in the international markets (NPO, 2007). The knitwear industry started producing basic products such as socks, under garments, in early years and with the passage of time it has increasingly produced more sophisticated items like T-shirts, sports trousers, kids garments, and there is more value addition in this sector. The number of units that export knitwear products has declined from 1183 in 2005 to 840 in 2009. Some of the most high tech units are included in the list of closing units. The turn down of over 30 per cent of the knitwear industry is a frightening situation to the economic managers. This has reduced its share in countrys GDP mainly due to its incompetence in attaining required productivity level. So the aim of the research was to divert the conventional approach of the industry that business successes are based on technical fineness only and to create awareness of employees training. The objectives of the current study are; to identify the nature of employee conflicts and to explore its effects on work environment. The conflict has equally positive and negative effects. It is positive when it encourages novelty for example new considerations on o1d conditions, the elucidation of view points, and the management of human capabilities to handle the interpersonal differences. Conflict could be negative when it provokes resistance to change, develops havoc in organization or interpersonal relations foster disbelieves, creates a feeling of overpower, or widens the gulf of misunderstanding (Robbins, 2005). Conflict is an existing disagreement in a social situation that emerges when the individual interests, goals, or

values of different groups or individuals are unable to get along (Litterer, 1996). Psychologists define conflict in a way that its difference between minds whereas sociologists define conflict as differences of interests between the people or groups. In context of these definitions conflict definition can be referred as its a phenomenon that appears when there are two or more opposing responses to a single event (Cummings, Long, and Lewis 1987). We can define Conflict briefly as a process when one party takes other party has affecting it negatively or trying to affect it negatively about something that it that is important for it (Dunnette and Hough, 1992).

DYNAMICS OF CONFLICT
In order to define the dynamics of development of conflict, different researchers adopted different classifications. The common concept among all of them is that conflict passes through a chain of phases. It starts from Beginning of Conflict, Development, and End with dissimilar intensity scale. Brahm (2003) defines seven phases of conflict dynamic in his research. Latent conflict appears whenever individuals, groups, or organizations have differences. At emergence stage conflict starts being observed. Once the sum of differences or annoyances keeps on developing, a disagreement explodes ultimately. The latent conflict is the kind of conflict that may have inactive existence. Escalation refers to increasing intensity of the conflict and consequently increases in the severity of applied strategies. Conflict tends to involve more people and other related problems at escalation stage. At this stage parties start using their powers and resources to raise their pressures and to impose unkind permits. Deadlock or Stalemate stage appears when conflict escalates. In this stage parties recognize that they cannot be successful or get everything they want, yet they do not want to go on back foot. Parties begin to run without resources and tactics. De-Escalation is the stage when eventually conflicts begin coming down and changes shape. The involved parties start changing their view points and stances which is because of external forces changing in perspectives or with time. Parties begin realizing that their goals are dubious and start changing them for realistic solutions.

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At Resolution stage parties begin to look for resolution of their problems. At this stage grievances are usually reduced. Both parties begin to look for substitutes to resolve their conflicts. Finally the acceptable resolutions are established among the parties. At Collaborative Action stage the parties begin to work together to implement the resolution strategies and at level parties begin to work together to implement the resolution and begin to strengthen their understanding, communication & relationship with each other.

MODELS OF INTRA-ORGANIZATIONAL CONFLICT

Structural Make up Model of Conflict Stojkovic, Kalinich and Klofas (2003) in their researches exemplify the structural makeup of an organization. They suggest that there exist four types of intra-organizational conflicts. 1. Vertical conflicts could appear at workplace when a supervisor tells his subordinate what to do and tries to micromanage instead of allowing him to perform his job with freedom. This type of conflict includes two hierarchical levels; employee and her immediate boss also such kind of conflict exists in organizations having structures with high degree of formality. 2. Horizontal conflicts are the types of conflicts that take place between employees within the same unit and on the same hierarchical level. Horizontal conflicts can appear for many reasons, e.g. ideas, decisions or disagreement among individuals over distribution of resources. 3. 4. Line Staff conflicts take place between support staff and actual unit staff within a department. The Role conflicts arise due to false understanding of the task assigned to an employee.

Thomas Structural Model of Conflicts Thomas (2012) suggests structural model of intra-organizational, which is based on four variables. These are as following; behavioral predispositions, social pressures, incentive structures and rules. Behavioral predisposition theory refers that attitudes, needs, personality characters, attitudinal differences, competitive needs, incompetence, and socially devalued personal qualities may cause conflict. Social pressures include the constituent social pressure and ambient Social Pressure. The constituent social pressure exists in the groups which are composed of the parties in the conflict. The other type which is ambient social pressure moves from outsides to inside. It points out social systems largely than those which cover the conflicting parties. Ambient pressures try to transform the conflicts generated by constituent pressure into forms which are socially acceptable. Incentive structures refer to the allocation of cooperative and non cooperative transactions. The conflicts of interest are of the vital importance. It occurs when two or more subsystems tend to achieve mutually exclusive goals. The conflicts of interest can be eradicated by super ordinate goals which are significant to both groups and parties (Robert and Lloyd, 2002). Therefore it is important to identify and add in goals which can not only be shared by subsystems and but also by each individual within a subsystem. Rules and procedures related to laws, customs, traditions and many others like this can direct ongoing dialogue. The decision rules also offer advance codes regarding specific conflicts. Whereas procedural rules provide guidelines for bargaining, negotiation, to reach the resolutions to occasions not covered by the decision rules. Each party accepts the outcomes and constraints to the level that rules are efficient. This is followed by the decreased discretionary powers. It creates less hostility than the exercise of coercive powers by depending on this rule (Stark, 2007). Organization Conflict Model The organizational conflict model is based on following three variables which are communication, structure and the personal behavior factors (Robbins, 2005). Robbins (2005) refers that although sources of conflicts cannot be categorized on basis of priority yet its considered as main source of arising in conflicts in organization. Communication

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problems are related with various situations in organization. Following situations could be the example when communication includes necessary and important information partially. In another case of communication related situations, it includes vague or threatening information, or when there is much high quantity or coded information for recipients is served. All these communication related situations cause conflicts. The structural variables, such as the bureaucratic elements, reward systems, interdependence of the tasks and the heterogeneity of the personnel can create conflicts both between individuals and between groups. The factors of personal behavior include the situations, satisfaction, objectives that can enhance or can extinguish the probability occurring of conflicts in organizations. For example, the reaction of the individual confronted with varied objectives. Conflict Types in Organization Puntam and Pool (1987) reveal six important types of conflicts including Intrapersonal, Interpersonal, Intra-group, Intergroup, Intra-organizational, and Inter-organizational. The Traditional view of conflict is that, it is bad and should be avoided. Whereas according to Human Relation View, conflict is inevitable and natural among groups. On the other hand according to interactionist view, to perform with more efficiency and effectively conflict is necessary for groups in organization. The conflicts type which supports groups to achieve their goals is called Functional conflicts whereas conflicts which restrict groups to achieve their goals are called dysfunctional conflicts. Out of three types of conflicts which are, task conflicts, relationship conflicts and processs conflicts, its observed that relationship conflicts are always dysfunctional (Robins, 2005). Amson (1996) observed that conflict in many of today's organizations is inevitable and unavoidable, with the possibility of positive or negative consequences, depending on how effectively it has been resolved or managed. The simple linear model elucidates the relationship between conflict and performance with reference to point of view of efficiency and effectiveness (Duarte and Davis 2003). Tjosvold (1991) and Deustch (1994) reported that when conflict is appropriately managed, it could be constructive and even add substantial value to an organization. The Conflict Process The Robbins (1974) refers that conflicts in organization appear rationally and sequentially through conflict process. The four stages of conflict process explain its potential causes of conflict development, cognition and personalization level, conflict handling strategies, behavioral aspect and outcomes. 1. The first stage of the conflict process indicates the existence of conditions in an organization that can raise conflicts. These conditions have been categorized in three sources; Communication, Structure and Personal variables.

Figure 1 Conflict Management Process Exhibit (Organizational Behavior, 13th Ed. Stephen P. Robbins)

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2.

Any of the condition mentioned in stage one, if exists will lead to the presence of opposition or incompatibility in

the second stage. This appears in forms of perceived conflict and felt conflict (Isen, Labroo and Durlach, 2004). Perceived conflict is awareness by stakeholders about the existence of conditions that may cause conflict. Whereas felt conflict is emotional involvement of a party in conflict that causes stress, frustration or anxiety 3. At third stage of conflict process, behavior and conflict management skills necessary to counter the degree of

conflict and its related outcomes in a group or organization are necessary to be understood (Thomas, 1992). These skills are behaviors of one party which he responds by understanding the situation and behavior of other party. A lot of conflicts may arise by wrong attribution of one party about the other party so right choice of conflict management skill will result in meaningful results. The decisions which may be adopted as behaviors at this stage are, competing, collaborating, compromising, avoiding and accommodating. These decisions are characterized by assertiveness and cooperativeness. 4. At the stage IV which is the behavior stage of the conflict process, conflict appears prominently and focuses on conflict situation. This behavior stage includes the actions, statements, and reactions made by the parties in conflict (Thomas 1992). These conflict behaviors are apparent, serious and clear efforts of each party to implement own intentions of each party. So behaviors of one party and reaction of other come on surface. 5. Finally at stage V the rifts results among parties as consequences. The outcomes appearing at stage v may be functional which would result in an improvement in the groups performance, or if it appears as dysfunctional it will hinders group performance. The Effects of Unresolved Conflicts in Organization Dana and Daniel (1999) categorize effects of conflict in organization in terms of its severity in three levels. At the first order level affects, consequences are readily determined as a result of a particular conflict situation, and can be observed fairly quantifiable. For example, lost of revenue on part of missed deadlines, late deliveries, high employee turnover that costs, termination costs, employees recruitment, higher expenditures resulting due to quality problems like restocking, plenty orders from customer, product reworking costs, etc. In the second order effect the consequences are not viewed as a result of the original conflict because it hard to determine specific problem causing conflict and it is difficult to quantify. For example loss of market share as a result of missed opportunity windows, Ramp up time required for replacement employees so that could contribute effectively and could perform supervision or management activities. At third order level of effects conflicts arise more frequently in an organization. The effects often become acculturated. Generally this leads to an unpleasant work environment that leads to a situation where issues are not discussed and consequently much less resolved. The fear, lack of trust and passive aggressive behavior become the norms in organization at this level. Such conditions may damage the organizations reputation resulting in loss of business and making it tough to hire and retain efficient employees. The consequences at this level may appear in form of passive aggressive behaviors of unhappy employees, loss of effective management, loss of credibility, lack of communication with other groups resulting from confusion, and poor image of the organization within the industry or the marketplace etc. Conflict Handling Strategies Collaborating is a win win solution of issues that makes both parties contented. Teamwork and cooperation helps people achieve their goals while also maintaining relationships. The process that goes through differences leads to creative solutions that will satisfy both parties' concerns. Avoiding is unassertive and uncooperative strategy i.e. no winners, no losers. The strategic philosophy of avoiding conflict includes withdrawing, sidestepping, or postponing. This is adopted when the conflicts level is small and relationships are suspected at stake. This strategy has demerit, as party adopting this behavior expects the same from other in future, which could further worsen the situation. Accommodating is the third

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strategy that is unassertive and cooperative strategy of conflict resolution. The strategy is applied to when stakeholders are working towards a common purpose or when confrontations may damage the fragile relationships. The strategic philosophy of this tool is to please others by avoiding conflict, thus protecting the relationship. The strategy is used when an issue is not much important or when one party realizes that its wrong and is willing to let others learn by mistake or it knows that it cannot win. Compromising is mid-range strategy on both assertiveness and cooperativeness. There is variation among different people in choosing kind of behavior in conflict situation in different contexts. Conceptual Framework Background Variables Intervening Variables Dependent Variables

Methods and Materials Methodology is an essential part of any research study as it provides a guideline to future researchers to evaluate any study to verify its results. Data was collected from various knitwear industries located in Faisalabad district. These knitwear industries were selected on part of their production volume levels from high, medium to low so that a representative sample of the industry could be collected. Sample of 117 respondents was gathered by using probability sampling method. Because many of the characteristics of population are on average same, hence the Systematic Random Sampling Technique was adopted for the data collection was found as the best available sampling method. Due to homogeneity of population, Simple Random Sampling method was used but to get varied information the process was gone through the systematic manner. Systematic sampling consists of selecting every kth sampling unit after the first sampling unit is selected at random from the first k sampling units (Nachmias and Nachmias, 1992). A well structured comprehensive questionnaire was established to collect data from respondents in hosiery industry. Questionnaire is a carefully formulated document to collect data from large, diverse and widely scattered group of people (Alam, 2002). Pretesting was done on 10 respondents. Necessary modification and changes were made in order to have required information. Quantitative data was analyzed by using SPSS Statistical Package for Social Sciences. Descriptive statistical analysis that included means, frequencies, percentages and standard deviations were used to analyze and describe different variables. Crobatch alpha, P Value, Chi Square and Gamma tests were also applied to find out the relationship and degree of association between dependent and independent variables.

DATA ANALYSIS AND INTERPRETATION

Frequency Distribution The data is coded and prepared for automatic processing and analysis at this stage. In order to examine the pattern of responses frequency distribution is constructed to each of the independent and dependent variables under investigation. A frequency distribution of a single variable sometimes referred to as a univariate frequency distribution. It is the frequency of observations in each category of a variable.

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Table 1
Items Top manager Middle manager Bottom manager 20-25 26-30 31-35 36-40 Above 40 Secondary Higher secondary Graduation Post-graduation Above Rural Urban Less than 10000 10000-20000 20001-30000 30001-60000 Above 60000 Frequency Designation 29 31 37 Age (in years) 16 34 30 14 3 Education 9 20 40 26 2 Background 42 55 Income 23 31 20 18 5 Percentage 29.9 32.0 38.1 16.5 35.1 30.9 14.4 3.1 9.3 20.6 41.2 26.8 2.1 43.3 56.7 23.7 32.0 20.6 18.6 5.2

Table 1 presents the designation of the respondents. About 29.9 percent of the respondents were top manager, while about one-third i.e., 32.0 percent of them were middle manager and 38.1 percent of them were bottom manager. Second section of Table depicts that 16.5 percent of the respondents belonged to age group 20-25 years, while little more than one-third i.e., 35.1 percent of them had 26-30 years of age and 30.9 percent of them had 31-35 years of age. About 14.4 percent of the respondents had 36-40 years of age and remaining 3.1 percent of the respondents had above 40 years of age. The results indicate that majority of the respondents belonged to young age groups. Third part of Table presents the educational level of the respondents. Only 9.3 percent of the respondents had education at secondary level, while about one-fifth i.e., 20.6 percent of them had higher secondary level of education and a major proportion i.e., 41.2 percent of them were graduate. About one-fourth i.e., 26.8 percent of the respondents were post-graduate and 2.1 percent of them had above post-graduate level of education. The data reflects that educational level was high among the sampled respondents. Fourth part of table shows that 43.3 percent of the respondents had rural background, whereas a majority i.e., 56.7 percent of them was from urban background. Fifth part of table indicates that 23.7 percent of the respondents had less than Rs. 10000 monthly income, while about one-third i.e., 32.0 percent of the respondents had Rs. 10000-20000 monthly income and about one-fifth i.e., 20.6 percent of them had 20001-30000 monthly income. About 18.6 percent of the respondents had Rs. 30001-60000 and remaining 5.2 percent of the respondents had above Rs. 60000 monthly incomes. So majority of the respondents had Rs. 10000-30000 monthly income. Table 2
Recruitment and selection Organizations selection procedure helps to select right candidate organization gives promotion opportunity to its employees on higher rank vacancies than hiring from outside organization provides equal opportunity for selection Strongly disagree 6.2 14.4 Disagree 18.6 20.6 Neutral 11.3 10.3 Agree 54.6 47.4 Strongly agree 9.3 7.2 Mean/ S.D 3.42/ 1.09 3.12/ 1.24 3.12/ 1.17

11.3

22.7

13.4

47.4

5.2

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Table 2 shows that 9.3 percent of the respondents were strongly agreed and a majority i.e., 54.6 percent of them was agreed with the opinion organizations selection procedure helps to select right candidate. About 18.6 percent of the respondents were disagreed. A considerable no. of respondents was agreed i.e., 47.4 percent with the opinion that the organization gives promotion opportunity to its employees on higher rank vacancies than hiring from outside. Whereas 10.3 percent of the respondents were neutral, about one-fifth i.e., 20.6 percent of them were disagreed. About 47.4 percent of respondents were agreed with the opinion The organization provides equal opportunity for selection, whereas 22.7 percent of them were disagreed. Majority of the respondents were agreed that the organizations selection procedure helps to select right candidate and the organization gives promotion opportunity to its employees on higher rank vacancies than hiring from outside. Table 3
Training and development The orientation training, is quite helpful to understand the processes related to your job You are satisfied by awareness trainings about companys policies and procedures Are the employees financially supported to get trainings about new technologies, that could be helpful to improve their efficiency Strongly disagree 5.2 12.4 18.6 Disagree 12.4 25.8 18.6 Neutral 5.2 12.4 18.6 Agree 61.9 43.3 42.3 Strongly agree 15.5 6.2 2.1 Mean/ S.D 3.70/ 1.04 3.05/ 1.20 2.91/ 1.20

Table 3 presents that 15.5 percent of the respondents were strongly agreed and a majority i.e., 61.9 percent of them were agreed with the opinion The orientation training, is quite helpful to understand the processes related to your job Whereas 12.4 percent of them were disagreed. Just 6.2 percent of the respondents were strongly agreed and a major proportion i.e., 43.3 percent of them was agreed with the satisfaction with awareness trainings about companys policies and procedures. A major proportion i.e., 42.3 percent of respondents was agreed with the opinion Are the employees financially supported to get trainings about new technologies, which could be helpful to improve their efficiency. Table 4
Communication Authorities try to solve immediately when employees discuss their work constraints Employees have easy access with senior management to convey information about their work related problems You are not given complete information by your incharge, to fulfill your task accurately Employees are given detailed briefing about product standards before they are given new task Employees clearly know the time line needed to complete their task There is regular meeting schedule for employees to discuss their work related problems. The planning department defines targets well on time to all departments Two different managers give you instructions about your task Strongly disagree 11.3 3.1 Disagree 17.5 7.2 Neutral 15.5 11.3 Agree 45.4 54.6 Strongly agree 10.3 23.7 Mean/ S.D 3.26/ 1.20 3.89/ 0.96 2.67/ 1.26 3.71/ 1.08 3.66/ 1.09 3.41/ 1.16 3.21/ 1.21 3.13/ 1.27

15.5 8.2 8.2 6.2 12.4 10.3

44.3 7.2 8.2 21.6 17.5 32.0

7.2 5.2 7.2 11.3 16.5 3.1

23.7 63.9 61.9 46.4 44.3 43.3

9.3 15.5 14.4 14.4 9.3 11.3

Table 4 reveals that 10.3 percent of the respondents were strongly agreed and a major proportion i.e., 45.4 percent of them were agreed with the opinion Authorities try to solve immediately when employees discuss their work constraints Whereas 17.5 percent of them were disagreed and. A majority i.e., 54.6 percent of respondents was agreed with the opinion Employees have easy access with senior management to convey information about their work related problems. About 9.3 percent of the respondents were strongly agreed and 23.7 percent were agreed with the statement

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You are not given complete information by your incharge, to fulfill your task accurately Whereas A major proportion i.e., 44.3 percent of them was disagreed. A majority i.e., 63.9 percent of respondents was agreed with the statement Employees are given detailed briefing about product standards before they are given new task. A huge majority i.e., 61.9 percent of them were agreed with the statement Employees clearly know the time line needed to complete their task. A major proportion i.e., 46.4 percent of respondents was agreed with the statement There is regular meeting schedule for employees to discuss their work related problems Whereas11 21.6 percent of them were disagreed. A major proportion i.e., 44.3 percent of respondents were agreed with the statement The planning department defines targets well on time to all departments. About 11.3 percent of the respondents were strongly agreed and a major proportion i.e., 43.3 percent of them was agreed with the statement Two different managers give you instructions about your task. Table 6
Employees conflict Conflict affects organization productivity Conflict among employees at work place affects product quality Differences with your colleagues at workplace affect your own efficiency Difference in opinion with your colleagues in performing a task causes stress to you Strongly disagree 3.1 3.1 6.2 9.3 Disagree 7.2 14.4 13.4 18.6 Neutral 7.2 12.4 13.4 11.3 Agree 54.6 53.6 54.6 43.3 Strongly agree 27.8 16.5 12.4 17.5 Mean/ S.D 3.97/ 0.97 3.66/ 1.02 3.54/ 1.07 3.41/ 1.24

Table 6 shows that 27.8 percent of the respondents were strongly agreed and a majority i.e., 54.6 percent of them was agreed with the opinion Conflict affects organization productivity. Studies conclude that conflict is negative and hinders the group performance (Brown and Day, 1981). More than a half i.e., 53.6 percent of them agreed with the statement Conflict among employees at workplace affects product quality Whereas 12.4 percent of the respondents were neutral. About 12.4 percent of the respondents were strongly agreed with the statesmen Differences with your colleagues at workplace affect your own efficiency and a majority i.e., 54.6 percent of them were agreed. Whereas 13.4 percent of the respondents were neither agree nor disagree. Conflicts have negative effects on decision making quality (Amason and Schwieger, 1994). A major proportion i.e., 43.3 percent of respondents agreed with the statement Difference in opinion with your colleagues in performing a task that causes stress to you.

BI-VARIATE ANALYSIS
Testing of Hypotheses The investigation of a bi-variate relationship is a vital step in explaining and testing the research hypothesis. A relationship of the two variables means that the distributions of values of the two variables are associated. In other words, the variation explained by one variable is patterned in such a manner that its variance is not randomly distributed in connection with other variables. In the context of a bi-variate relationship, the problem arises whether a relationship is real or has arisen by chance. A bi-variate table is one in which two variables have been cross-classified. It consists of rows and columns. The categories of one variable are labeled for the rows and the categories of the second variable are labeled for the columns (Nachmias and Nachmias, 1992). Generally, significance of the relationship is examined by establishing a null hypothesis, in which it is assumed that there is no difference or no relationship between tow variables.

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Hypothesis 1: Higher the Recruitment and Selection, Lower will be the Employees Conflict Level. Table 5: Association between Respondents Opinion about Recruitment & Selection and Employees Conflict.
Recruitment and Employees conflict selection Low Medium High Low 2 13 8 8.7% 56.5% 34.8% Medium 6 22 9 16.2% 59.5% 24.3% High 14 18 5 37.8% 48.6% 13.5% Total 22 53 22 22.7% 54.6% 22.7% Total 23 100.0% 37 100.0% 37 100.0% 97 100.0%

Chi-square = 9.72 * = Significant

DF. = 4

P-value = .045* Gamma = -.425

Table 5 presents the association between respondents opinion about recruitment and selection and employees conflict. Chi-square (9.72) shows a significant association between respondents opinion about recruitment & selection with employees conflict. Gamma value shows a strong negative relationship between the variables. It means that if the respondents have high opinion about the recruitment and selection then their thinking the employees conflict is low. Above table also shows that those respondents who have low opinion about recruitment and selection have medium (56.5%) and high (34.8%) level about employees conflict. On the other hand if the respondents have high level opinion about recruitment and selection then respondents have (37.8%) and medium (48.6%) level opinion about employees conflict. So the hypothesis Higher the recruitment and selection, lower will be the employees conflict level is accepted. Jones et al. (2002) in their research revealed that high performance HR work practices include comprehensive employee recruitment and selection procedures that result in organizations effectiveness. This in turn has negative correlation with conflicts and differences in an organization, which supports our findings against this variable. Hypothesis 2: Higher The Training and Development, Lower Will be the Employees Conflict Level. Table 6: Association between Respondents Opinion about the Training and Development and Employees Conflict.
Training and development Low Medium High Total Employees conflict Medium 10 7 47.6% 33.3% 23 12 53.5% 27.9% 20 3 60.6% 9.1% 53 22 54.6% 22.7% Total High 21 100.0% 43 100.0% 33 100.0% 97 100.0%

Low 4 19.0% 8 18.6% 10 30.3% 22 22.7%

Chi-square = 5.95 NS= Non-Significant

DF. = 4

P-value = .203NS Gamma = -.307

Table 6 presents the association between respondents opinion about training and development with employees conflict. Chi-square (5.95) shows a non-significant association between respondents opinion about training & development with employees conflict. While Gamma value shows a negative relationship between the variables. It means that there exists negative relationship between the opinion about the training & development and employees conflict, but chi-square test shows that the results obtained were insignificant. So the hypothesis Higher the training and development, lower will be the employees conflict level is rejected. Pondy, L.R. (1967) in a research concluded that inappropriate

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training and development activities in organization may provoke task related ambiguities resulting in conflict and vice versa. The data obtained in our research indicates non existence of such situation. Hypothesis 3: Lower the Communication, Higher Will be the Employees Conflict Level. Table 7: Association between Respondents Opinion about the Communication and Employees Conflict.
Communication Low Low Medium High Total 2 13.3% 9 19.1% 11 31.4% 22 22.7% Employees conflict Medium 7 46.7% 24 51.1% 22 62.9% 53 54.6% 6 40.0% 14 29.8% 2 5.7% 22 22.7% Total High 15 100.0% 47 100.0% 35 100.0% 97 100.0%

Chi-square = 10.20 * = Significant

DF = 4

P-value = .037* Gamma = -.432

Table 7 presents the association between respondents opinion about communication and employees conflict. Chisquare value (10.20) shows a significant association between respondents opinion about communication and employees conflict. Gamma value shows a strong negative relationship between the variables. It means if the respondents have low opinion about the communication then their thinking about the employees conflict is high. Above table also shows that those respondents who have low opinion about communication have medium (46.7%) and high (40.0%) level about employees conflict. On the other hand if the respondents have high level opinion about communication then they have low (31.4%) and medium (62.9%) level opinion about employees conflict. So the hypothesis Higher the communication, lower will be the employees conflict level is accepted. Robbins (2005) refers that communication is a main source of conflicts in organizations. The several situations can appear due to failed communication in organizations particularly when it incorporates ambiguous or threatening information or when it offers too much information, either in terms of quantity or too highly coded for the recipient. The downward communication channels in organizations may cause vertical conflicts. This is usual in organizations with high degree of formality in their structure. The failure of communication in such cases could be a potential source of conflicts. The failure could be on part of vague job instructions, in incomplete formation on procedures and practices, inappropriate feedback, and indoctrination etc. whereas horizontal conflicts may arise among employees in the same unit, on the same hierarchical level, who differ in their ideas, decisions about the distribution of resources.

CONCLUSIONS
The study points out that majority of the respondents are agreed that the organizations selection procedure help to select right candidates. The organizations adopt the policies of giving promotion opportunity to its employees on higher rank vacancies than hiring from outside. The results obtained confirm that employees conflict and recruitment & selection have significant relationship. The negative value of gamma shows that there exists negative relationship between the score of training and development and employees conflict but the chi-square score correspond that relationship is nonsignificant. A strong association between respondents opinion about communication and employees conflict is witnessed. It proves the hypothesis that if the respondents have high opinion about the communication lower will be the employees conflict.

REFERENCES
1. Alam, A., 2002. Questionnaire Technique/Tool. Research Methodology in Social Sciences, First Edition. Department of Sociology and Social Anthropology. University of Peshawar.

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Ghulam Mustafa, Babak Mahmood, Malik Muhammad Sohail & Sidra Saeed

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