Disharmony and Organizational Performance: Discussion and Implications

This essay investigates the relationship between disharmony and organizational performance, finding a statistically significant link, which aligns with some studies on conflict management and job performance but contradicts others. It references research highlighting the negative impact of workplace conflict, scarcity of resources, and poor leadership on productivity. The essay also discusses the importance of effective leadership and employee engagement in fostering a positive organizational culture and improving performance, supporting the conclusion that disharmony negatively influences job performance. The study refers to existing literature to make a point that organizations must devise solutions to mitigate conflict and optimize job performance.

Running head: DISCUSSION AND IMPLICATIONS
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Discussion and Implications Paper
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DISCUSSION AND IMPLICATIONS
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Discussion and Implications
The center purpose of this assessment was to investigate the relationship between
disharmony and organizational performance. The results indicated that there is a statistically
significant relationship between disharmony and organizational performance. This finding shares
similarity to the results generated in the research study conducted by Eshrat and Reyhaneh in
2016. The two researchers established that there was a feasible relationship between conflict
management, organizational climate, and job performance (Karami & Pourhassan, 2016).
Moreover, they discovered that organizational climate has a moderating effect on conflict
management and job performance. As such, this prior research documents proof that disharmony
does affect the level of job performance observed in a given cooperate entity. On the other hand,
a case-study report by Alajekwu and Udoka (2017) that was centered on the investigation of how
management of conflict can aid in the improvement of job performance in Nigeria Institutions
showed that there was no credible association between the two variables (Alajekwu & Bernard,
2017). The results showed that conflict between lecturers and student, students and
administration team, lecturers and administration team, and finally students and non-teaching
staff did not has a significant positive correlation. Therefore, the researchers concluded that
management of conflict has no real impact on job performance contrary to the findings in this
research assessment.
Benard and Ashimi (2014) conducted a research study to investigate the causes, effects,
and remedies for organizational conflict. The results revealed that conflict was caused by
workplace competition, scarcity of essential resources, and poor leadership styles. They further
established that conflict (disharmony) had a negative impact on productivity (Omisore &
Abiodun, 2014). The finding of Bernard and Ashimi are closely related to the results yielded in

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this research indicating that a solution has to be devised for conflict in order for organization to
ensure good production levels and optimal job performance. According to a report by Yupono
(2013), employee performance management is all about directing all workers in such a way that
they collectively work towards the fulfillment of a shared goal/objective. The results in
Yupono’s study showed that effective leadership had a critical influence on engagement of
employees, organization culture, and workplace climate (Bagyo, 2013). The researcher
established that improvement in corporate culture and employee engagement (cooperation) had a
significant positive impact on performance throughout the organization. This supports the results
of our finding by solidifying the conclusion that disharmony does influence job performance in a
business entity.

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References
Alajekwu, H. N., & Bernard, A. U. (2017). Conflict Management and Organisational
Performance in Institutions of Higher Learning in South Eastern, Nigeria. Proceedings of
IASTEM International Conference (pp. 1-5). Pune, India: Chukwuemeka Odumegwu
Ojukwu University.
Bagyo, Y. (2013). Engagement as a Variable to Improve the Relationship between Leadership,
Organizational Culture on the Performance of Employees. IOSR Journal of Business and
Management , XIV (4), 1-8.
Karami, E., & Pourhassan, R. (2016). Explaining the relationship between conflict management,
organizational climate and job performance (Case Study: Shiraz Water and Wastewater
Company). International Journal of Humanities and Cultural Studies , 264-278.
Omisore, B. O., & Abiodun, A. R. (2014). Organizational Conflicts: Causes, Effects and
Remedies. International Journal of Academic Research in Economics and Management
Sciences , III (2), 1-20.