INTER-CADRE CONFLICT IN THE LOCAL GOVERNMENT SERVICE OF OYO STATE, NIGERIA

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.