Effect of Conflict on

Employees Performance
A case on Coca-Cola Company Limited, Kumasi Branch, Ghana
We are Team No 8

MD. Farhad Jarif Newaz

Hossain 202434104
2024341021 0
Syed Tahmid Iffat Jahan
Najib Tusher
2024341027 2024341041
Maruf-Ul-
Amin
202434103
0
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History of the Company

The Coca-Cola Company, American corporation founded in 1892 and today

engaged primarily in the manufacture and sale of syrup and concentrate for Coca-
Cola. With more than 2,800 products available in more than 200 countries, Coca-
Cola is the largest beverage manufacturer and distributor in the world. The Coca-
Cola Bottling Company of Ghana Limited (TCCBCGL) started operations on
March 7, 1995 at the GNTC plant at Adjabeng. The Company produces and markets
seven main brands, five carbonated soft drinks and two water brands. The
carbonated soft drinks include; Coca Cola, Fanta, Sprite, Schweppes and Krest.
Dasani and BonAqua are the two water brands.

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Introduction
In spite of the grim picture painted about conflict as an
organizational tremor, this social action can also foster posterity for
business ventures
The Case
.Though there are a colossal number of studies on the effect of organizational
conflict on the performance of employees in many parts of the world, little is
known of this area of research in the Ghanaian setting. The Coca-Cola
Company branch in Kumasi, Ghana faced a problem when the employees were
engaged in conflict in-between themselves, mainly in three bases: the
relationship, task and process conflict. There were both interpersonal and
intrapersonal conflicts in the organization. However, the company thought of a
different strategy to mitigate the conflict and that is by going on with the
conflict itself within the organization as they believed that conflict would bring
out better performance from the employees working in various departments. 5
 “
Procedure
In this study, two
estimation procedures
were employed to get the
results; the Pearson
correlation and the log-it
estimation method. All
the employees in the
organization were taken
as sample

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Questions to be Answered
How relationship conflicts effect the performance of the employees?
(Investigate the effect of relationship conflict on the performance of employees)

How task conflicts effect the performance of the employees?

(Probe into the effect of task conflict on performance of employees)

How process conflicts effect the performance of the employees?

(Examine the effect of process conflict on the performance of employees)

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Pearson Correlation results
Type of Organizational
Employee’s Performance
Conflict

Relationship -0.23

Task 0.25

Process 0.4

The evidence shows that like relationship conflict, there exist a weak correlation between both task and
process conflict and performance of employees. Nevertheless the direction is not the same. Unlike
relationship conflict, the results reveal that there is a positive correlation between task and process conflict
and employee’s performance
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log-it estimation method results

Regressors Marginal Effect

Relationship Conflict -0.4570***

Above result shows that the probability
Task Conflict 0.0887 of the F value is less than 0 implying
that the explanatory variables used in
Process Conflict 0.0203 the estimation are jointly statistically
significant. Thus the results reveal that
No. of Obs 128 performance of employees is influenced
by the explanatory variables included in
Y 0.5538 the model.

Prob> F 0.0000

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Solution/Conclusion

It confirmed the assertion that relationship conflict has a negative effect on output of workers.
The Pearson correlation also revealed that whilst relationship conflict adversely affects
performance, both task and process conflicts have a positive influence on output of workers.
The association between process conflict and performance was however unanticipated. Lastly,
the Pearson correlation method brought to view that there is a very weak linkage between all
the three types of organizational conflict and the performance of workers in Coca Cola
Company Limited.

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Cont..

The revelation of a negative association between relationship conflict and performance of

workers can serve as a guide to improve the latter. This result brings to light that
policymakers and organizational management should set up efficient and effective conflict
resolution schemes or strategies if they want to achieve rapid growth in the business
ventures.
Another characteristic of the findings is the positive correlation between task conflict and
output of workers. This implies that diversity of idea among groups or teammates are vital
for organizational progress and should therefore be encouraged.

The last and unanticipated conclusion is the positive association between progress conflict
and performance of employees.

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Thanks! Any Questions?

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