The study was titled “Conflict Management Strategies and Employee Performance: A Case of Kyambogo University (KYU). The specific objectives of the study were: to investigate the relationship between communication and employee performance at KYU, explore whether negotiation relates to employee performance at KYU, analyse whether compromise translates into employee performance at KYU. The literature mainly from Torben, (2011), Hey, (2013) and Kirk, (2010) provided a foundation of this study because these scholars have established a relationship between conflict management strategies and employee performance —something the researcher sought to discover. The study used quantitative research technique, mainly using questionnaires with close and open questions to collect data. The study’s findings reveal that there is a positive relationship between communication and employee performance with a correlation coefficient calculated value of r=0.384 at significance level p=0.01.
Here the Adjusted R=0.128 indicated that communication contributes 12.8% to employee performance within KYU. Findings further revealed that there was a strong positive relationship between negotiation and employee performance with a correlation coefficient, r=0.520 at significance level p=0.01. The Adjusted R square indicated that 0.268 which is 26.8% of the variance in employee performance was predicted from the variable negotiation in KYU. Findings on compromise and employee performance revealed a weak positive relationshipwith correlation coefficient calculated value of r=0.258 at significance level p= 0.01. Here, the Adjusted R square=0.75 indicated that 7.5% of the variance in employee performance was predicted from the variable compromise. The study concludes that conflict management strategies translate into employee performance. The researcher recommends that KYU should repackage conflict management strategies in order to create harmony among its staff for better employee performance.