iarjbmIARJBMIARJBM2708-5147https://doi.org/10.47310/iarjbm.2020.v01i01.012Negotiating Performance: Exploring the Effect of Negotiations as Conflict Resolution Strategy on Employee Performance in Kcca, UgandaTumwebazeEsterWandibaAgustineOlutayoK.OsunsanChristineKabasinguziKampala International UniversityThe study was carried out to find out how a negation as a conflict strategy affects employee performance in an organization using KCCA as a focus. A sample size was 222 technical staff were considered using simple random sampling technique in the cross-sectional research. The study found that both the levels of negotiations (average mean = 4.15, Std = 0.618) and employee performance (overall average mean = 4.04, Std = 0.602) were satisfactory. The regression analysis revealed that negotiation can explain a total variance of 7.9% in employee performance (Adjusted R Square = 0.079, p = 0.00). The null hypothesis that there is no significant effect of negotiation as a conflict resolution strategy on employee performance in KCCA was rejected, and the alternative hypothesis that states there is a significant effect of negotiation as a conflict resolution strategy on employee performance in KCCA was upheld. The conclusion holds that negotiations has a significant positive effect on employee performance and the recommendation was made that KCCA management should adopt the use of negotiation so as to address issues that can lead to conflicts before they break open or escalate. JEL Classification: J52, D74, M12