This study explores the impact of conflict management strategies on the job performance of academic staff in Adamawa State-owned tertiary institutions. Focusing on Adamawa State University, Mubi, and the College of Health Technology, Mubi, the research examines the causes and effects of conflict and the conflict resolution strategies employed by management, drawing on the perceptions of both management and academic staff. A descriptive survey design was used, with 223 respondents selected through proportional stratified random sampling. The study utilized a 35-item structured questionnaire, the Conflict Management Strategy Questionnaire (CMSQ), which was validated and tested for reliability using Cronbach’s Alpha, yielding a coefficient of 0.76. The findings indicate that both groups agreed on common causes of conflict such as inadequate resource distribution, communication breakdowns, and indiscipline. However, academic staff expressed stronger concerns about issues like lateness to lectures and ineffective leadership. The study also revealed differences in perceptions of conflict effects: management staff perceived greater negative impacts, while academic staff disagreed on certain aspects like stress and high turnover. Both groups agreed on the use of cooperation as a conflict management strategy but had differing views on accommodation and avoidance. Hypothesis testing using the z-test showed a significant difference in perceptions of conflict effects, but no significant difference in the strategies employed. The study concludes that although there are areas of agreement, the differing perceptions highlight the need for more inclusive and transparent conflict resolution processes. It recommends participatory management styles, open communication, and regular reviews of institutional agreements to improve academic staff performance and institutional harmony.