Conflict Management Styles in Public and Punjab Education Foundation Secondary Schools

Authors

  • Kishwar Altaf EST (Science) at Govt Elementary School 145/WB, M. Phil. (Education) Institute of southern Punjab Multan, Pakistan. Author
  • Muhammad Amir Hamza Primary School Teacher, School Education Dept, Govt. of the Punjab, Pakistan. Author
  • Sajida Akhtar M. Phil. (Education) Institute of southern Punjab Multan, Pakistan. Author
  • Fakhar Abbas M. Phil. (Education) University of Education Lahore Faisalabad Campus, Punjab Pakistan. Author

Keywords:

Conflict management, educational institutions, Public schools, Punjab Education Foundation (PEF), Secondary schools, Positive school environment

Abstract

Conflict management is critical for educational institutions, impacting the overall school climate, staff morale, and student outcomes. This study aims to investigate and compare the conflict management styles employed in public and Punjab Education Foundation (PEF) funded secondary schools in District Vehari, Punjab, Pakistan. The study paved the way for educational administrators to make informed decisions about choosing the most effective conflict management style for their schools. The study was purely quantitative. The research design for this study was a cross-sectional survey that was comparative. According to School Information System Punjab and CEO (DEA) Vehari (2023), in District Vehari, there were a total of 262 Secondary schools, including 214 public secondary schools and 48 Punjab Education Foundation (PEF) High schools. The sample size was 178. A survey questionnaire was administered for data collection. This research generated valuable knowledge that contributed to understanding the dynamics of conflict management in educational institutions and informed the development of effective strategies for promoting a positive school environment.

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Published

2024-06-30

How to Cite

Conflict Management Styles in Public and Punjab Education Foundation Secondary Schools. (2024). International Research Journal of Management and Social Sciences, 5(2), 106-117. http://irjmss.com/index.php/irjmss/article/view/275

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