An Analysis of The Causes of Subgroup Conflicts Within NGOS in Kamuli District

Richard Mwogereze; Barongo Eleanor Kirahora; Edaku Charles

doi:10.36948/ijfmr.2025.v07i05.55268

An Analysis of The Causes of Subgroup Conflicts Within NGOS in Kamuli District

Author(s)	Mr. Richard Mwogereze, Dr. Barongo Eleanor Kirahora, Dr. Edaku Charles
Country	Uganda
Abstract	Purpose: To study the causes of subgroup conflicts within NGOs in Kamuli district. Methodology: Qualitative methods study was used where secondary data review and analysis was undertaken. Three variables were examined namely; subgroup conflicts, NGO structure and the consequences of these subgroup conflicts. Findings: Findings revealed that the prevalent resource competition and allocation disputes due to limited donor funding plus unequal budget allocation across program areas create intense competition between departments, Disparities in salary structures between departments and staff within the same department, Perceived favoritism based on tribal connections due to Kamuli’s diverse ethnic composition (Basoga, Baganda, and other groups) and Unclear roles and responsibilities leading to power struggles have caused subgroup conflicts in NGOs in Kamuli district. Unique contribution to Theory, Policy and Practice: The study recommended that there is need to implement transparent resource allocation mechanisms, establish clear governance structures with inclusive representation, develop comprehensive conflict resolution policies, create regular staff feedback and consultation platforms and provide leadership development programs in every NGO and should be effectively and efficiently implemented at all times and a leader or an employee who is able to prevent conflicts from negatively affecting the NGO or escalating should be rewarded to encourage more employees into the practice. Nonetheless, subgroup conflicts are inevitable in any organization today and unresolved conflicts create a negative, unhealthy, and uncomfortable work environment and too much conflict can be detrimental to organizational performance (David, 2019). When it comes to values and beliefs, people tend to hold onto them quite firmly that it becomes so difficult or almost impossible to change their mind objectively during work execution (Elia et al.,2019). For example; someone who is purely driven by money may not understand why someone else would be content with the little salary if they enjoy doing their job.
Keywords	conflict, subgroup, subgroup conflict, NGOs, NGO structure
Field	Arts
Published In	Volume 7, Issue 5, September-October 2025
Published On	2025-09-13
DOI	https://doi.org/10.36948/ijfmr.2025.v07i05.55268

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An Analysis of The Causes of Subgroup Conflicts Within NGOS in Kamuli District

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