Abstract
This study examined the conflict management strategies of school administrators in relation to employees' organizational commitment at Surigao City Pilot School, Surigao City, Surigao del Norte, Philippines. Specifically, it investigated the extent of conflict management as perceived by administrators and employees, and the level of organizational commitment of employees was also determined. The significant relationship between conflict management and organizational commitment was likewise determined. The data were gathered from 89 employees and 4 administrators using an adopted and modified survey questionnaire. The data were analyzed using the mean and standard deviation, One-Way Analysis of Variance (ANOVA), and the Pearson Product-Moment Correlation Coefficient. The study's significant findings are as follows: both employees and administrators agree that administrators consistently use compromising and problem-solving strategies when conflicts arise. Employees report that administrators often employ yielding and even forcing, while avoiding is seldom used. Administrators themselves acknowledge that they often rely on yielding and avoiding, but reserve forcing for Seldom occasions. The employees have expressed Strong affective, continuance, and normative commitments to Surigao City Pilot School. Specifically, compromising and problem-solving strategies showed the strongest positive associations with affective commitment, while yielding moderate correlations with continuance and normative commitment. Lastly, findings indicate that administrators' conflict management styles are significantly related to employees' organizational commitment, suggesting that effective interpersonal strategies may correspond with higher affective engagement within the school. The study recommends developing structured feedback systems to align administrators' self-perceptions with employees' experiences and to encourage consistent use of problem-solving approaches.
