Negotiation in organizations is done to promoted coordination and coexistence in the workplace. Inter and intra organizational conflicts have had significant effects in NGOs in Uganda such that in 2016, there were workers strikes demanding for fair pay and better working conditions.
This led to negotiations to leverage the claims of employees and management. Decisions had to be reached under very difficult circumstances. Whereas there have been studies carried out on negotiation tactics and performance, few have focused on the influence of negotiation strategies on performance.

The study used both cross sectional and descriptive research designs, and targeted a population of 140 respondents from which a sample of 122 respondents was randomly selected including; top managers (n=3), departmental managers (n=5), supervisors (n=14), education and sports department (n=44) and general workers (n=56). The study used structured self-administered questionnaires for all the study respondents. The study results of the three constructs of the independent revealed associative positive significant relationships: integrative negotiation and organizational performance (r=0.298*; p=0.004; Adjusted R-square= 0.079); distributive negotiation and organizational performance (r=0.308*; p=0.003; Adjusted R-square=0.085); intra organization negotiation and organizational performance (r=0.399*; P= 0.000; Adjusted R- Square=0.150).

In conclusion, all the negotiation strategies used were significant in predicting organizational performance. The focus must be on interests; not positions but identifying what interests motivate each party, and sharing common interests. Negotiating parties should look for win-win opportunities by creating value and reaching agreement through creating options that are conducive to achieving or maximizing the goals of both parties thus creating a “win-win” situation.