The Effect of Organisational Conflict on Employee Productivity: A Study of Dangote Cement Plc, Ibese Plant, Ogun State

This study investigates the effect of organisational conflict on employee productivity at Dangote Cement Plc's Ibese Plant in Ogun State, South West Nigeria. The manufacturing environment, characterised by diverse workforce compositions, demanding production targets, and multi-tier management structures, is particularly susceptible to various forms of workplace conflict that can disrupt operational efficiency. The study adopts a descriptive survey design and employs a structured questionnaire as the primary data collection instrument, administered to 180 plant employees across production, safety, logistics, and administration departments. Data are analysed using descriptive statistics and simple regression analysis. Rahim's Conflict Management Model is applied as the theoretical lens, categorising conflict into interpersonal, intra-group, and inter-departmental dimensions. Findings confirm that unresolved interpersonal conflicts and role ambiguity are the most prevalent conflict types at the plant, with direct negative associations with shift productivity rates. Conversely, functional or task-related conflicts, when managed through collaborative resolution approaches, are found to contribute positively to process innovation. The study also identifies inadequate HR conflict resolution capacity as a systemic gap. Recommendations include the appointment of a dedicated conflict resolution officer, the introduction of peer mediation schemes, and regular team-building activities designed to address underlying friction sources. This study adds manufacturing sector evidence to the relatively sparse literature on conflict management and productivity in Nigeria's South West region. Keywords: Organisational Conflict, Employee Productivity, Manufacturing, Dangote Cement, Conflict Management.