Summary of Findings:

A regression analysis of employees performance against type of conflict

(relationship conflict, task conflict), outcomes of conflict and strategies to deal with
conflicts was done and the results indicated that there existed a positive
relationship between employees performance and type of conflict and a negative
relationship between outcomes of conflict and employees performance, and
furthermore positive relationship between the Employees Performance and
strategies to manage conflicts. The deductions above about the signs of the
parameter estimates were further supported by the results of the partial correlation
coefficients.
Partial correlation coefficient was used to identify the independent variable with the
greatest incremental predictive power beyond the predictor variables already in the
regression model. The figures revealed that strategy to deal with conflict was the
most important determinant of organizational performance among the studied
employees of restaurants in Karachi. The strategies to deal with conflicts were
closely followed in importance by task conflict, though in the inverse direction, in
the determination of employees performance of selected restaurants in Karachi.
The third most important factor in the determination of organizational performance
was relationship conflict and of the four independent variables, outcomes of conflict
ranked lowest in determination of employees performance among the sampled
employees of restaurants in Karachi.
The partial correlation coefficients of the variables in the study were both positive
and negative which was in agreement with the conceptual framework that such
aspects as types of interpersonal conflict and outcomes of interpersonal conflict
contribute negatively to organizational performance while strategies for managing
conflict contribute positively to organizational performance. It was therefore
concluded that to improve the organizational performance of restaurants in Karachi,
more emphasis should be put on improving strategies to cope with costs, followed
by alleviation of task conflicts, relationship conflicts and finally outcomes of
conflicts. Three null hypotheses were tested using the T- test; three were rejected
while one was accepted as shown in the table below.
Summary of results of hypotheses testing

Hypothe
ses
HO (1)

Statements

Results

The type of interpersonal conflict does not significantly

affect organizational performance.

Rejected

HO (2)

The outcomes of interpersonal conflict do not

significantly affect organizational performance.

Accepted

HO (3)

Strategies adopted for managing interpersonal conflict

do not significantly affect organizational performance.

Rejected

Model Summaryb
DurbinChange Statistics

Model
1

Adjusted R

Std. Error of

R Square

Square

Square

the Estimate

Change

Change

.786a

.618

.508

1.66107

.618

Watson
Sig. F

df1

5.651

df2
2

Change
7

.035

2.631

a. Predictors: (Constant), Type Of Conflicts, Strategies to Manage Conflict, Outcomes Of Conflict

b. Dependent Variable: Employee's Performance

Coefficientsa

Model

Unstandardized

Standardized

Coefficients

Coefficients

1 (Constant)
Outcomes Of Conflict
Strategies to Manage
Conflict
Types Of Conflict

Std. Error

-50.401

21.750

.062

.103

2.341
2.88

Beta

Collinearity
Correlations
t

Sig.

Zero-order

Partial

Statistics
Part

Tolerance

VIF

-2.317

.054

.141

.604

.565

.105

.223

.141

.998

1.002

.703

.780

3.332

.013

.773

.783

.779

.998

1.002

.51

.998

2.06

2.75

.456

.645

.612

.732

1.002

a. Dependent Variable: Employee's Performance

THE REGRESSION EQUATION

Yi = o + 1X1 + 2X2 + 3X3

Yi= -50.401 +.062X1 + 2.341X2 + 2.88X3