Abstract
This article is on defining and assessing the nature of workplace conflict and its impact on the organizational performance, through an analysis of existing empirical studies and models which links workplace conflict with organization performance. The objective of this article is to demonstrate the conceptualization and operationalization of workplace conflict and to provide counter arguments on the position of the functional school of thought which regards workplace conflict as having certain beneficial attributes and advantageous implications for organizational performance. However, in contrast to this assertion, this paper argues that conflict in all forms and instances poses no beneficial or advantageous position to the organization but rather impedes, and mitigates negatively on the organization’s drive and pursuit of the achievement of its goals and objectives. The discourse of literature revealed that workplace conflict has deep and negative impact on the variety of organization’s process, employees and its performance. The review showed that if there is cohesion, collaboration, communication, tolerance and understanding, workers will be more committed and will be willing to cooperate, share information and also exchange ideas with their co-workers and thereby enhance the performance of the organization through the overall achievement of the organizations goals. In conclusion, it was stated that organizations should strive to quell all forms of conflict and should also emphasize on tolerance and collaboration. Thereafter, it was recommended that further research be carried out in this area to understand the nature and effects of workplace conflict in destabilizing organizational effort and plans and thereby affecting the performance of the organization. Managers and leaders are recommended to develop the strong culture of employee participation in the organization to improve the overall level of relationships and interaction between workers and co-workers.

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