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Conflict Resolution Strategies in Resolving Interpersonal Conflicts in Cameroon’s Public Corporations: The Case of the Cameroon General Certificate (GCE) Board

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  • Vubo Nelly Newuawen

    (PhD Student, Faculty of Laws and Political Science, Department of Political Science and Comparative Politics University of Buea, South West, Cameroon)

Abstract

This study examines interpersonal conflict resolution strategies in public corporations, focusing on the Cameroon General Certificate of Education (GCE) Board. Public corporations are crucial for economic development but interpersonal conflicts among employees can hinder their effectiveness and performance. The strategies under study are collaboration, compromise, avoidance, accommodation, and competition. Through a mixed-methods approach, involving a survey using a questionnaire complemented with interviews, data was collected from managerial and non-managerial employees on conflict resolution strategies employed. The findings point to collaborative and compromise-based strategies that underlie improved productivity and job satisfaction as well as avoidance and competitive strategies that tend to exacerbate workplace tensions. The results provide insights for policymakers and corporate leaders to develop sustainable strategies for conflict management, thereby enhancing organizational resilience and service delivery.

Suggested Citation

  • Vubo Nelly Newuawen, 2025. "Conflict Resolution Strategies in Resolving Interpersonal Conflicts in Cameroon’s Public Corporations: The Case of the Cameroon General Certificate (GCE) Board," International Journal of Research and Scientific Innovation, International Journal of Research and Scientific Innovation (IJRSI), vol. 12(2), pages 133-141, February.
    • Handle: RePEc:bjc:journl:v:12:y:2025:i:2:p:133-141
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    References listed on IDEAS

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    1. Harrison M. Trice & Janice M. Beyer, 1991. "Cultural Leadership in Organizations," Organization Science, INFORMS, vol. 2(2), pages 149-169, May.
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