The influence of Conflict Management on Organisational

Performances: A study of Industrial Enterprises in Klang Valley,

Malaysia

A Proposal Submitted

By

Nurul Syarafana Binti Mohamad Basri

A project submitted in partial fulfilment of the requirements of

Asia Pacific University of Technology and Innovation for the Degree of

Bachelor of

BA (Hons) in International Business Management.

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Table of Contents
CHAPTER ONE........................................................................................................................................4
Introduction...........................................................................................................................................4
1.1 Background of the Study..............................................................................................................4
1.2 Problem Identification..................................................................................................................6
1.3 Research Question........................................................................................................................8
1.4 Research Objectives......................................................................................................................9
1.4.1 General Objectives:................................................................................................................9
1.4.2 Specific Objectives:................................................................................................................9
1.5 Hypothesis..................................................................................................................................10
1.6 Significance of Study...................................................................................................................11
1.6.1 Theoretical perspective.......................................................................................................11
1.6.2 Management perspective....................................................................................................11
1.6.3 Academic perspective..........................................................................................................11
1.7 Scope of study........................................................................................................................12
1.8 Limitation of the Study...........................................................................................................13
CHAPTER TWO.....................................................................................................................................14
Literature Review.................................................................................................................................14
2.1 Organisational Performances......................................................................................................14
2.2 Communication..........................................................................................................................15
2.3 Relationship between communication and Organisational performances.................................16
2.4 Negotiation.................................................................................................................................18
2.5 Relationship between negotiations and Organisational Performances.......................................18
2.6 Third party intervention..............................................................................................................19
2.7 Relationship between Third party intervention and Organisational Performance......................20
CHAPTER THREE...................................................................................................................................22
Research Methodology........................................................................................................................22
3.1 Research design....................................................................................................................23
3.2 Research Philosophy...................................................................................................................23
3.3. Research Approach....................................................................................................................24
3.4 Research Strategy.......................................................................................................................24
3.5 Research Choices........................................................................................................................24
3.6 Time Horizon..............................................................................................................................25
3.7 Data............................................................................................................................................25
3.8 Instrument..................................................................................................................................25

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3.9 Source of data collection............................................................................................................26

3.10 Sampling...................................................................................................................................26
3.11 Data Processing........................................................................................................................28
3.12 Data Analysis............................................................................................................................28
3.13 Ethical Considerations..............................................................................................................29
3.14 Research Framework................................................................................................................30
References:...........................................................................................................................................31

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CHAPTER ONE

Introduction

1.1 Background of the Study

Conflict among personnel in a company isn't always simply inevitable; as an alternative it's

miles the nature of complicated businesses (Putnam & Krone, 2006). However, if managed

well, it can have a fine impact on worker satisfaction and overall performance (Dana, 2000).

Research shows that control executives are spending twice as a great deal time settling

personnel' disputes than they did a decade ago (Accountemps, 2006). If conflicts are

controlled nicely with the aid of applying the fine path of action, the business enterprise can

growth it's miles overall performance in terms of utilizing the scarce assets and reaching the

organizational goals. (Awan & Anjum 2015). Conversely, unmanaged struggle negatively

impacts each employee pride and performance. Timely management of battle has the capacity

of enhancing worker pleasure and task performance (Awan & Anjum 2015) control have to

therefore remedy conflicts in order that organizational performance can be improved (song,

2000) within the organisation context, overall performance is the ability to carry out the

activity properly (Armstrong, 2006) consistent with Lebans & Euske (2006), overall

performance is a set of monetary and nonfinancial signs which provide facts at the diploma of

fulfilment of goals and results. according to Babin and Boles (2000), worker overall

performance is about directing and helping employees to paintings as efficiently and

efficaciously as feasible consistent with the wishes of the organization. This consists of

activity pride, commitment and perceived mental settlement (Armstrong, 2000). Armstrong

(2006) states that conflict control is the ability of an employer to perceive the resources of

conflict and put strategic measures in location to decrease or manipulate conflict. In line with

Petkovic (2008), struggle management includes obtaining abilities related to war resolution,

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setting up structures of warfare models, setting strategic measures as well as tactics in

location. The fashions of battle control are instruments used to evaluate the suitable motion

required in a battle scenario. these consist of Blake and Mouton model, Thomas Kilman

model and Holton version, (Newell, 2008) tactics to conflict control, focus at the precept that

conflicts cannot necessarily be resolved however can be managed using suitable moves

including accommodating, heading off, participating, compromise and war of words (Brigs,

2007) strategies to struggle management are a futuristic detailed technique that appears into

accomplishing long term wins for the events involved in war. strategies include negotiation,

collective bargaining, mediation, third party intervention, negotiating and communication

(Petkovic, 2008).This observe focused at the techniques of battle control specifically

negotiation, third party intervention and communique, research show that the approach of

negotiation, third party intervention and communication have laboured in businesses globally

for example Canada, U.S.A., Nigeria in Africa and inside the Kenyan context, moreover

research have no longer been performed mainly in industrial enterprises as an organization in

Klang Valley, Malaysia, so this have a look at aimed to fill the gaps in literature on

commercial businesses.

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1.2 Problem Identification

There was a growing interest in conflict management in latest years. First, research has

stimulated interest in strategies and approaches to coping with conflict which inside the past

can also have worried litigation through the courts, Second, there's accelerated legalization of

the administrative centre, specially inside the regions of occupational fitness and protection,

discrimination, and harassment, Third, there was heightened interest within the companies

need to transport to high overall performance work systems (Awan & Anjum 2015).

traditional place of job practices and structures with their hierarchical systems, tight divisions

of exertions, narrowly defined jobs, designated regulations, restrict employee involvement,

and managerial choice making, authority, and manipulate are no longer adequate due to the

fact they foster struggle (Dreu, 2006). The high-overall performance place of job emphasizes

warfare management as a cornerstone of the powerful high-performance administrative centre

due to common organizational struggle, performance in most corporations has taken a

comparatively nosedive collection (Babin & Boles, 2000). The frequent agitation by means of

workers for advanced running conditions and different interests have caused a down toll

which finally influences businesses overall performance (Babin & Boles, 2000). Key signs

which include income go back on investment and profit margins have decreased because of

poor conflict management. This suggests that organizational performance is stronger via

powerful conflict management (Perez et al 2007) different research carried out on conflict

control on US army (Jadallah &Garven, 2011) encouraged that negotiation is an crucial skills

at all stages of U.S. navy and a whole lot of training has been achieved at the equal to be able

to improve negotiation skills based at the literature and cognizance businesses, pointers were

made that powerful negotiations affected overall performance on the navy since it had

strategic implications for the military (Tressler, 2007). A few studies have been performed on

verbal exchange as a conflict management approach and it’s have an effect on overall

performance. As an instance, a research in Nigeria on the position of effective communication

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organizational overall performance (Ngozi & Ifeoma 2015) propose that there is want for

every business enterprise to enterprise to make effective communication an critical integral a

part of its management strategies with the intention to increase organisation performance via

decreased organizational Conflict. According to Weaver, (2003) a success conflict resolution

happens by means of being attentive to and providing opportunities to meet the needs of all

parties and to correctly cope with hobbies of parties in conflicts in order that, every parties is

glad with the outcome.

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1.3 Research Question

1. Is there a relationship between communication and organisation performance?
2. Is there a relationship between negotiation and organisational performance?
3. Is there a relationship between third party intervention and organisational

performance?

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1.4 Research Objectives

1.4.1 General Objectives:

To determine the influence of conflict management on organizational performance.

1.4.2 Specific Objectives:

1. To find out whether there is a relationship between communication and organizational

performance.

2. To find out whether there is a relationship between negotiation and organisational

performance.

3. To find out whether there is a relationship between third party intervention and

organizational performance.

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1.5 Hypothesis
H1: There is positive relationship between communication and organizational performance.

H2: There is positive relationship between top negotiation and organizational performance.

H3: There is positive relationship between third party intervention and organizational

performance.

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1.6 Significance of Study

The significant of this study is to make a contribution to the research on organisational

performances based on how conflict management such as communication, negotiation as well

as third party negotiation influence organisational performances and identifying the

relationship between them. This study will contributed to some benefits in several

perspectives as followed based on the researcher believes.

1.6.1 Theoretical perspective

This research will provide knowledge contribution on the conflict management which are

communication, negotiation as well as third party negotiation and also the scope of

organisational performance. By creating paths to focus within this spectrum study, it will be

supporting the future research.

1.6.2 Management perspective

In terms of management perspectives, this will be helping the management to raise the

awareness how conflict management such as communication, negotiation as well as third

party negotiation influence the organisational performances which might be a huge help for

the management to increase the organisational performance to the best level.

1.6.3 Academic perspective

From the academic perspectives, it will be help the future student to understand how conflict

management can influence the organisational performance also help the researchers for their

future references.

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1.7 Scope of study

The study area of this research will be in Klang Valley, Malaysia to be more precise. This

research will only focusing on Industrial Enterprises in Klang Valley, Malaysia where the

targeted number of respondent is limited to the employees who involved in Industrial

Enterprises in Klang Valley only. This research will use three variables to determine the

influences of conflict management on Organisational Performances. The variables have been

derived from the conflict management in an organisation. This research has been focusing on

communication, negotiation as well as third party negotiation as the conflict management.

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1.8 Limitation of the Study

There are a few limitation of this study where one of them is the reliability. The reliability of

the information that have been provide is only depend on the memory as well as the honesty

of the respondents in giving the information needed for this study. The finding from this study

only consist the small numbers of respondents which only includes the people who only

involved in Industrial Enterprises in Klang Valley, Malaysia and the result that have been

acquired from this study should not be generalized as whole. Last but not least is the cost and

time constraints for this study is also part of the limitations.

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CHAPTER TWO

Literature Review

This chapter reviews the literature and past research in the area of organisational

performances, communication, negotiations, as well as third part intervention. This chapter

will defined the concept of organizational performance, communication, negotiations, as well

as third part intervention. Theories and hypotheses development are also discussed. The

results of the literature review will lead to the development of the research model for this

thesis. Based on this research model, a set of hypotheses will be formulated and which will

be tested in this study.

2.1 Organisational Performances

Nowadays, there are many trends of organisational performance that have been arise. This

study is to know the influence of conflict management towards Organisational performance in

Industrial Enterprises in Klang Valley Malaysia. According to Petkovic, (2008), it is

necessary to be able to quantify the results in order to report an organisation performances as

well as to know the elements and characteristics to each area of responsibility in order to

define the concept of performance. According to Draft (2009), the organisation ability to

conquer their goals by using resources in an effective and efficient manner is called an

organisational performance. Richardo and Wade (2010) also have a quite similar opinion with

Draft as they stated that the ability of the organisation to achieve its objectives and goals is

defined as organisational performance. According to Lebans & Euske, (2006), depending on

the person involved in the assessment of the organisational performance, it might understood

the performance differently from a person within the organisation compare to the outsiders.

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2.2 Communication
According to Banerji and Daylaa, (2005) the communication is defined as the process of

which contain the expressing, listening and understanding. Many organisations has been used

communication as a strategy to resolve the conflicts that occurs by breaking down the

resistance among workers (Riel, 2001) and have been agreed by Brigs (2007) saying that

communication is essential for the productivity of an organisation and one of the strategy of

conflict management. According to Riel, (2001), communication process are a major factor in

performance have been agreed by researchers as well as managers. Weingart, (2007) stated

that organisations which decreased in performance over time are more focused on solutions

and particularistic to address negative reactions to conflict rather than expertise in managing

conflict though communication. According to Gully, (2003) high frequency and openness

which is the differentiate aspects of effective communication are positively related to

organizational performance.

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2.3 Relationship between communication and Organisational

performances.
According to Erogluer, (2011), by using the power of communication, modern management

techniques to a large extent aim to raise organizational performance. Goris, (2017), has been

conduct some research that shown that performance have been improved by communication.

However, there is some lacking in the research in examining employee satisfaction with

communication process which has been pointed out by Chen et al (2006). Since

communication integrates different units and functions in the organization, there is the need to

explore the relationship between organizational communication and performance. People

around the world today know much more and much sooner about major developments in

international relations compare to people in the earliest day which is the reason

communication has been considered as a powerful strategy in organisation (Gilboa, 2002).

Koontz (2001) notes that, in as much as communication aims at influencing organizational

performance. They are many unwanted interference which will be potential threat to effective

communication.

Communication is the diffusion of information which is related to the daily performance of an

employee’s job (Redfern 2011) as well as the process by which individuals stimulate meaning

in the minds either verbal or nonverbal message of other individuals (Richmond et al, 2005).

Awan and Anjum (2015) say that properly managed conflict promotes open communication,

collaborative decision making, regular feedback, and timely resolution of conflict. Open

communication and collaboration can have a positive effect on organizational performances

as it enhance the flow of new ideas and strengthen work relationship. In order to improve job

performance and employee satisfaction, regular feedback and timely resolution of conflict

will be a huge of help. A study on the effect of communication on Kenya Post and Savings

Bank have been conducted by Cheruiyot (2012 where the findings of the research show that

the company performance enhance by communication through advertising, direct marketing,

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personal selling, sales promotion and public relations. To develop and sustain a competitive

advantage for organizational performance and improvement, all management need is an

effective communication which is according to Rowe, (2001). This study sought to find out

the influence of communication on performance of organisation in Industrial Enterprises.

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2.4 Negotiation
According to Verma, (2006), process by which compromise or agreement is reached while

successfully avoiding argument and dispute is define as negotiation. Negotiation can help an

organization come up with a good performance plan by setting objectives that will in turn

drive organizational performance since the essence of negotiation involves the ability to move

beyond existing ideas and create alternatives (LeBaron, 2003).

2.5 Relationship between negotiations and Organisational

Performances
Organizational conflict occurs, as actors engage in activities that are incompatible with those

of colleagues within their network, members of other organizations, or unaffiliated individuals

who utilize the services or products of the organization (Rahim, 2002). Through conflict

management, this often leads to disagreements and buildup of tensions that require

intervention (Gonan Božac et al, 2008). A wide range of activities including negotiation,

problem solving, dealing with emotion, and understanding positions is a process encompasses

by conflict management (Brett, 2001). According to Neale& Fragale (2006), negotiation is a

process by which two parties attempt to reach a mutually satisfactory result on a matter of

common concern, each with its own viewpoint and objectives. In order to reach an agreement,

negotiation can also be defined as the interaction between two or more parties with divergent

interests (De Dreu, Weingart, & Kwon, 2000). Negotiation is used to minimize conflict

affecting individuals so as to maximize cooperation and keep conflict to acceptable levels.

This in turn drives performance (Rahim 2002)

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2.6 Third party intervention

A third party is defined as an actor that helps the conflict parties resolve the conflict or

regulate the level of violence (Pruitt & Kim 2004). When all the attempts to solve the

conflicts have failed, managers adopt the third party strategy since they are responsible for the

performance of the organization, before the conflict escalates to the point where organization

performance is affected they involve a third party before the conflict escalates to the point

where organization performance is affected (Shelton & Darling, 2004). Since there is delay in

operations, disruption of services, absenteeism, unrest and sometimes wanton destruction of

property, many disputes such as industrial disputes affect organization performance

(Thompson, 2005). When key performance indicators such as return on investment, sales, and

profit margins have reduced because of poor conflict management, an organization may

therefore involve a third party consultant (Posthuma, 2011). In order to be able to understand

and moderate the conflict, a third party often requires good communication skills (Brett,

2001). Furthermore, third party will helps to resolve the dispute through communication when

all attempts of negotiation fail (Hofstede, 2013).

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2.7 Relationship between Third party intervention and Organisational

Performance.
According to Petkovic (2008), it is recommended to apply the strategy of the third-party

intervention if negotiation strategy does not show results. A third party is defined as an actor

that helps the conflict parties resolve the conflict or regulate the level of violence (Pruitt &

Kim 2004). As the parties to a conflict cannot find a solution without external assistance, a

third party might be needed in terms of issues, process and substance (Gregory, 2004). A third

party assists in resolving the dispute by advising and providing information and options but

leaves the final decision to the parties themselves since performance declines as the level of

conflict increases (Nistorescu, 2006) Third party intervention is a process that is used only

when an impasse occurs between the employee and higher management levels or a co-worker

(Avendano, 2005). There are several definitions on the concept of a third-party. According to

Jehn & Bendersky, (2003) where attention is placed on procedural assistance to the disputants

assert that a third party is someone who provides procedural assistance to help individuals or

groups in conflict to resolve their difference. Depending on the nature of the conflict and how

it is managed, conflict may have either a positive or a negative effect on organizational

performance, (Armstrong, 2009). An optimal level of conflict exists which is considered

normal for an organisation. On the other hand, if the result is chaotic to an organization and

also threaten its survival if the conflict levels become too high and too low (Beardwelland

Claydon, 2007) For a group to be effective, individual members need to be able to work in a

conflict-positive environment so if conflict is well managed, it adds to innovation and

productivity (Murthy, 2006). Rahim (2005) asserts that litigation will be a resort for conflicts

resulting from misunderstandings of more complex human right issues. When the conflict

level is too high that it becomes dysfunctional to performance, third party intervention as a

conflict management strategy is therefore adopted. Third-party is often used to refer to a

person or an entity that is not one of the two involved in some form of relationship.

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Bercovitch & Rubin (2008) claim that third party intervention has been practiced as long as

two people have fought, while another person tried to bring the fight to an end, and for them

the definition of third party intervention is 'a process of conflict management, related to but

distinct from the parties' own effort where the disputing parties or their representatives seek

the assistance, or accept an offer of help, from an individual, group, state or organization to

change, affect or influence their perceptions or behavior, without resorting to physical force or

invoking the authority of the law (Bercovitch, and Rubin 2008).

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CHAPTER THREE

Research Methodology

Generally this chapter elaborates on statistical techniques and method of data collection that

will be used in analysing the data collected. Section 3.1 explained the types of research design

that employed in the study as well as the sampling methodology. The research philosophy

described in Section 3.2, followed by research approach in Section 3.3, then Section 3.4

presented the research strategy that used in this study. Section 3.5 was the data that included

primary and secondary data that used in this study and Section 3.6 was the time series for the

study. The instrumentation that used in the study will be shown in Section 3.7. Section 3.8

outlines the research questionnaire layout, Section 3.9 showed the data analysis methods used

in the study, followed by Section 3.10 as known as ethical considerations and end with the

research framework in Section 3.11.

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3.1 Research design

This research is using a quantitative and explanatory study throughout the research.

Creswell, (2014) stated that quantitative study approach is by collecting, analysing,

interpreting and writing a report based on the data that have been collect by specific

sample of population. This research used the descriptive research design where descriptive

research with certain occurrences, outcomes, conditions or types of behaviour seeks to

establish factors related. As it required to describe and identify on how independent

factors influenced the dependent variable, this method was preferred. For this study the

independent variables were communication, negotiation and third party intervention while

organisational performance act a dependent variables.

3.2 Research Philosophy

This research will be based on positivism which is related with the idea of objectivism.

Positivism consist of phenomena that a research can observe will lead to the production of

credible data (Saunders et al, 2012). According to Edirisingha, (2012), when conducting

research by identifying a specific research topic, adopt an appropriate research

methodology and generate hypothesis, it will have a structural approach on positivism.

Researcher also like to use past theory to develop the hypothesis and once the hypothesis

is form, it will be tested and confirmed whether it's in part, whole or rejected which can

lead to further theory development (Saunders, et al., 2009). Research taken in a value free

way for as far as possible is another important component of approaching through

positivism which have been claimed by Sanders et.al, (2012). It have been understand that

the researcher cannot be affects or being affected while conducting the research and

should be independent and only judgement by logic should be approved.

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3.3. Research Approach

The approach that have been used in this research is deductive approach. The researcher

need to test the theory by analysing question and hypothesis that have been derived from

deductive approach (Creswell, 2014). According to Robson, (2002), there are five

sequential steps to progress in deductive approach where the first step is deducing the

hypothesis from theory. Next step is outline the relationship between variables and express

the hypothesis in terms of operational. Then, test the hypothesis that have been formulated

with the proper model. The following step is to examine the results of the inquiry whether

accepting the theory or require any adjustment. Lastly is if it is not confirmed, modify the

theory if necessary.

3.4 Research Strategy

This research will be using survey as a research strategy. The guidelines of the research

strategy will be the objectives, research questionnaire, knowledge, resources and

availability of time (Saunders, et al., 2009). Deductive approach is also associate with

survey strategy as mentioned by Saunders, et al. (2009). Questionnaire like who, where,

how and what are the most popular strategy that have been used among business and

management research. The large amount of data from questionnaire have been extracted

from the researcher from a sizeable population. It is because it will be an easy comparison

3.5 Research Choices

As mentioned by Saunders et al. (2012), the data collection and data analysis procedure

have three choices either quantitative, qualitative or the combination between qualitative

and quantitative. Generally, the most popular choices is quantitative as it uses numerical

data such a questionnaire, statistic and graphs instead of non-numerical data which is

qualitative. Therefore, this research will be using quantitative collection techniques and

data analysis procedure as it will be in numerical data.

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3.6 Time Horizon

This research will be focusing on cross sectional time horizon as it is based on survey

strategy. According to Saunders, et al. (2009), the studies on a specific phenomenon at a

range of period and the studies that had been carried out previously is consider as Cross-

sectional. According to Hawker & Boulton, (20000), cross-sectional is a study that

employs survey strategy to collect and analyse the data form a representative subset that to

explore the relationship between independent variables and dependent variable. Due to the

limited amount of time available to complete this research, this cross-sectional study is

chosen.

3.7 Data
The source of data collection that have been used in this research is primary data. Primary

data according to Uma Sekaran, (2003) the information that have been obtained by the

researcher on the variable of interest for the specific purpose of study is refer as primary

data. Primary data can be collect through experiments, questionnaire, interview as well as

surveys. Ass it is more reliable and contain unbiased information, primary data is selected

beside allow the greater control on how the data is collected.

3.8 Instrument
The questionnaire would be suitable option for conducting this research as this research

use primary data. Usually, descriptive and explanatory use questionnaire as it enable

researcher to identify and explain the variable in different situation (Saunders et.al, 2012).

Most of the questionnaire divided into two parts which one for interview administrated

and one for self-administered. The questionnaire will be distribute by giving a link for a

respondents to answer it through google forms.

In the questionnaire, there are two parts of questionnaire. The first part include of personal

data and demographic variables such as gender, age, as well as income. Meanwhile for the

second part, latent variables and Likert scale is used.

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Adapting questionnaire from past research is quite more reliable that create a new

questionnaire (Sanders et.al, 2012). Therefore, in order to get reliable and accurate result,

adaption method for the questionnaire will be used. The sample of the questionnaire was

adapt from a previous research, to be more specific, the research that has been done by

Beryl Akoth Olang (2017) with the title of “The Influence Of Conflict Management On

Organizational Performance: A Case Of Stima Sacco Society Limited”.

3.9 Source of data collection

Once the questionnaire have been designed, the next step is collecting data. There are

many ways to collect the data such as interview, internet, postal and etc. This research use

online survey methods which the questionnaire will be answer through google forms. The

targeted respondent is 90 respondents who answer it through online. The distribution

method for this method will be based on convenience sampling.

3.10 Sampling
Non-probability sampling will be used in this research. Non- probability sampling

according to Saunders et al. (2012) provides a wide range of alternatives techniques to

select sample, the majority of which include an element of subjective judgement. Even

though non-probability sampling does not allow the degree of the issues to be clarified, it

may be the most practical sampling especially in pilot testing a questionnaire. Online

calculator software which is Raosoft has been used in this research in order to determine

the recommendation of sample size.

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Table 1: Sample size of employee in Industrial Enterprises in Klang Valley, Malaysia

Based on Table 1, the recommended sample size for a population size of 2000

respondent is 323 respondents with the confident level of 95%. However, the sample

size of this research will be only limited to 80 respondents as there is some

disadvantage in time constraint. Therefore, according to Raosoft, if the sample size

is 80, the margin error for the sample size will be 10.74% with the confident level of

90%.
Two non-probability sampling that have been using in this research which are

convenience sampling which is haphazard sampling as well as snowballing sampling

which is volunteer sampling. Even though convenience sampling is widely use as it

quite easy to obtain the data for sample, Saunders et al. (2012) stated that

convenience sampling might lead to biasness which will be out of the researchers’

control.
For the snowballing sampling techniques, Saunders et al. (2012) stated that this type

of sampling is used when the members of desired populations is hard to be identified.

As it is hard to determine the population needed which are employees of Industrial

enterprises in Klang Valley, Malaysia, it is suitable to use snowballing sampling tin

order to counter this problem.

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3.11 Data Processing

Once the data collection have been completed, the next step is the data need to be

processed, analysed and the research hypothesis need to be test. SPSS software

which is statistical analysis software will be used in order to conduct this research.
After the data collection was done, the data has to be processed, analysed and to test

research hypothesis. The software which will be used is SPSS, which is a software

for statistical analysis. The questionnaires need to be check for accurate information

and omission. The results of the questionnaire will produce a coding data in the SPSS

and will be transfer to Microsoft Excel. In order to get the reliable data, the data in

excel need to be imported to SPSS.

3.12 Data Analysis

Generally, there are three objectives in data analysis which are testing the hypotheses

developed for the research, getting a feel for the data as well as testing the goodness

of data (Sekaran, 2003). The researcher will get an advance idea on how well the

coding, how good is the scales as well as how to enter the data. By checking the

central tendency and the dispersion such as variance, standard deviation, and mean,

the feel of data can be acquired. The researcher also need to obtain the frequency

distribution for the demographic variables and an inter-correlation matrix of the

variables as feel for the data will be gain through these statistics, which has been

stated by Sekaran, (2003).

Testing goodness of data where reliability and validity of the measures can be tested

is the second objective of data analysis. By Cronbach’s alpha which is reliability

coefficient that indicates how well the items in a set are positively correlated to one

another, testing consistency and stability can establish the reliability of a measure.

Meanwhile, by submitting the data for factor analysis, factorial validity can be

created and the result of if the theorized dimensions emerge or not through this

analysis will verify.

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Once the data is ready for analysis, the hypothesis is ready to be tested. In order to

examine the linear relationship between two interval or ratio variables, Pearson's

Correlation coefficient was used for inferential statistical test.

3.13 Ethical Considerations

Standards of behaviour that guide researcher’s conduct in relation to the rights of

those who become the subject of researcher's work is define as ethics according to

Saunders et.al (2012). As the research is being design and planned or seek access to

organisation or individual to collect data it will rise an ethical concerns. Trust with

the respondent is very important to develop. With a specific end goal to do this,

namelessness of respondents utilized as a part of this research will be remained secret

and classified. The research aims and objective, design, process and strategies used

will be disclose to respondents in subtle elements without impacting the respondents.

Before gathering the information from respondents for this research, consent and

permission will be taken to utilize their information will likewise be solicited to

ensure the protection from respondents' information is utilized appropriately.

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3.14 Research Framework

Communication H1

Organisational
Negotiation Performance
H2

Third party intervention

H3

Figure 1: Research framework

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References:
 Creswell, J. W., 2014. Research Design. 4th ed. London: SAGE.

 De Dreu, C. (2006). When too little or too much hurts: Evidence for a curvilinear

relationship between task conflict and innovation in teams. Journal of

Management, 32(1), 83-107.

 De Dreu, C., & VanVianen, A. (2001). Managing relationship conflict and the

effectiveness of organizational teams. Journal of Organizational Behavior,

22(May), 309-328. 118

 De Dreu, C., & Weingart, L. (2003). Task versus relationship conflict, team

performance, and team member satisfaction. Journal of Applied Psychology,

88(4), 741-749.

 Edirisingha, P., 2012. Interpretivism and Positivism (Ontological and

Epistemological Perspectives). [Online]

Available at: https://prabash78.wordpress.com/2012/03/14/interpretivism-and-

postivism-ontological-and-epistemological-perspectives/

 Hawker, D. & Boulton, M., 2000. Twenty years' research on peer victimization and

psychosocial maladjustment: A meta-analytic review of cross-sectional studies.

Journal of Child Psychology and Psychiatry and Allied Disciplines, 41(4), pp.

441-455.

 Rahim, A, (2002): Toward theory of managing organizational conflict, The

International Journal of Conflict Management, 13 (3), pp. 206-235.

 Robson, C., 2002. Real world research. 2nd ed. Blackwell: Oxford.

 Saunders, M., Lewis, P. and Thornhill, A. (2012). Research methods for business

students. Harlow, England: Pearson.

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 Sekaran, U. (2003). Research methods for business. New York: John Wiley &

Sons.
 Weaver A (2003). “Conflict and reconciliation in captive bottlenose dolphins,

Tursiops truncates” Marine Mammal Sci. 19: 836-846.

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