Organizational Conflict and Employee Performance in the Internal Organization and Communication Department of the Drug and Psychotropic Substances Control Agency in Tripoli: An Analytical Descriptive Study

Abstract

This study aims to describe and analyze the level of organizational conflict and employee performance in the Internal Organization and Communication Department of the General Administration of the Drug and Psychotropic Substances Control Agency in Tripoli, Libya, to examine the relationship between the two variables, and to identify aspects requiring managerial attention. An analytical descriptive approach was adopted, and data were collected via a questionnaire from a population of 60 employees (full census), with 54 valid questionnaires retrieved (90% response rate). The instrument included ten items on organizational conflict and nine items on employee performance, rated on a three-point Likert scale. Descriptive results showed an overall mean of 2.36 for organizational conflict, falling within the high category (2.34 to 3.00), though close to its lower bound, whereas the overall mean for employee performance was 2.26, falling within the moderate category (1.67 to less than 2.34). Lack of resources or tools was the highest-rated conflict item (M = 2.59), and taking responsibility for work outcomes was the highest-rated performance item (M = 2.39). Simple linear regression revealed a strong, statistically significant inverse relationship between organizational conflict and self-rated employee performance (R = −0.780, R² = 0.608), with conflict accounting for about 60.8% of the variance in performance. The study recommends improving resource availability, clarifying responsibilities, strengthening coordination and professional communication, and supporting quality practices.