The Influence of Interpersonal Conflict on the Organizational Performance in Public Financial Sector of Yemen


  • Mohammed Aboaoga Center for Software Technology and Management (SOFTAM), University Kebangsaan Malaysia (UKM)
  • Ibrahim Mohamed Center for Software Technology and Management (SOFTAM), University Kebangsaan Malaysia (UKM)
  • Mohd Juzaiddin Ab Aziz Center for Artificial Intelligence Technology (CAIT), University Kebangsaan Malaysia (UKM


Organizational Performance, Interference, Disagreement, Instability, Public Financial Sector.


Organizational performance has become an increasingly important issue due to its relation to the strategic goals of an organization, customer satisfaction and economic contributions. The interpersonal conflict is a critical dimension which can greatly influence performance in a competitive environment such as the financial sector. This study investigated the influence of interpersonal conflict on organizational performance in the financial sector, Yemen. The study employed a quantitative method which consists of the following steps: survey design, data collection and data analysis. A sample size comprising 120 employees were distributed in Ministry of Finance. Questionnaires were used to collect data from this sample. Data analysis (reliability, validity, correlation and factor analysis) has been carried out using SPSS.  In addition, structural equation modelling (SEM) has been used for evaluation the research model. Based on the experimental results, the findings in this study revealed that the interpersonal factors (interference, disagreement and instability) significantly negatively (at 0.05 level of significance) influence organizational performance. Moreover, interdependence did not have any significant influence on organizational performance.


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How to Cite

Aboaoga, M., Mohamed, I., & Aziz, M. J. A. (2018). The Influence of Interpersonal Conflict on the Organizational Performance in Public Financial Sector of Yemen. American Scientific Research Journal for Engineering, Technology, and Sciences, 47(1), 166–178. Retrieved from