Organizational Paranoia and Employee Performance: A Case of Nigerian Bottling Company and Seven Up Bottling Company, Benin Plants, Nigeria
Dr. Ihionkhan, P.A; Ohue Paul Itua

Abstract
The researchers observed that some employees of the companies in focus see their colleagues as unreliable. This by extension could impact the performance level of these employees. This has necessitated the determination of the effect of attribution bias on employee turn-over intention of Nigerian bottling company Benin plant and seven up bottling company, Benin plant. Survey research design was adopted for the study, a sample size of two hundred and thirty nine (239) was used for the study, Krejcie and Morgan, (1973) sampling technique was used for the study, the data collection tool employed by the researcher was the questionnaire, while the analysis of the data was done using the linear regression analysis. The findings revealed that that attribution bias impacts employee turn-over intention of Nigerian bottling company and seven up bottling company, Benin plant since (F = 974.986; R2 = 0.847; P <.05). The researchers therefore concluded that organizational paranoia impacts employee performance of the companies in focus. It was against this backdrop that the researchers recommended a close observation of the attitudes of employees by managers of the focused firms so that they can detect when employees begin to exhibit some negative behaviours and frequent manager-employee interaction should be encouraged as it could help managers get vital information from employees.

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