The effective management of workplace conflict may require an understanding of the nature and the sources of conflict in the organizational workplace. It is identified that conflict takes place when there is a perception of incompatible interest between the workplace participants. This needs to be differentiated from the disputes. The following are some of the drivers or sources of workplace conflicts.
Interpersonal conflict remains as the most apparent conflict for workplace members and it is easy enough to observe the outcome of office politics, gossips and rumours. In addition, the language and personality style may clash and create a great deal of conflict in the workplace. Chan, JSit and Lau (2014) mentioned that there are strong ethno culture as well as the racial source of conflict and gender conflict. This could lead to charges of harassment as well as discrimination. It has also been identified an extra source of workplace conflict can be found in varying ideas regarding the personal issues.
Prause and Mujtaba (2015) mentioned that labour management, employee tensions are usually heightened by the power differences. More specifically, differences in supervisory style between the departments could cause a conflict. Hillman (2014) mentioned that there can be work style clashes, pay scale difference and the clash between the senior and the juniors.
Identifying techniques used to resolve this conflict and recommendation of a technique -
The following are the suggested techniques to resolve conflicts in the workplace.
It is identified that HR plays a great role in managing conflict in the workplace. Yeung, Fung, and Chan (2015) mentioned that most businesses tend to maintain a set of policies developed to restrict workplace conflict by restricting some particular modes of dress, speech and behaviour. More specifically, Chan, Sit and Lau (2014) mentioned that if the owner or the management employees of an organization fail to implement those polies, the situation might lead to conflict. Therefore, the business or the human resource department of the organizations should make a significant point to apply a disciplinary action; for example, such as verbal reprimands.
Negotiation and Collaboration:
It is identified that negotiation and collaboration could provide two paths for business to resolve conflicts in the workplace. Prause and Mujtaba (2015) mentioned that both negotiation and collaboration can work in the early stage of the conflict and the people in conflict could settle into positions from which they may not move.
Hillman (2014) provides the fact that the mediation could provide voluntary, informal technique for the conflict resolution. The mediation technique could usually call for individuals in conflict to satisfy an uninvolved, impartial third party –such as the mediator. It is identified that the mediator works with both parties to enhance open communication with an attempt to reach a mutually acceptable remedy.
Evaluating the effectiveness of the approach taken to bring about resolution
The suggested techniques for resolving the conflict in the workplace are effective because general procedures such as understanding of employee behaviours and leadership style might not create any difference or impact on the workplace. Therefore, it is effective to apply disciplinary action because disciplinary actions often provide a practical outcome. Yeung, Fung and Chan (2015) mentioned that verbal communication based is a temporary action which may not be applicable for a long period. Thus, the disciplinary actions should be aligned with the HRM policies but the HR department, on a frequent basis, should supervise the implementation of the disciplinary actions to avoid unnecessary conflicts. In addition to this, the human resource department should consider the opinions of each parties when resolving a workplace conflict through negotiation and collaboration.
In conclusion, it can be ascertained that workplace conflict is a serious concern for any organization but managing such conflict and keep the work uninterrupted is challenging. Thus, it is highly necessary for any business to apply stringent but acceptable ethical principles and norms that help to manage such conflict.
This research report provides a detailed analysis of the workplace situation involving conflicts and other unavoidable situation. The purpose of the report is to identify the workplace conflicts and develop a suitable solution to address the conflicts. As put forward by Goetsch and Davis, (2014) conflict sometimes remain unavoidable part of individual’s personal lives and the workplace is certainly not immune to it; yet conflict in the workplace are not easy to resolve. Conflict, if managed appropriately, is a positive source of competitiveness and collaboration in workplace; conversely, when it is disorganized, conflict could generate divisions, low morale and chaos in the same environment. Thus, this research report identifies the type of workplace conflicts, drivers causing the conflicts and then develop a suitable solution.
Chan, J. C., Sit, E. N., & Lau, W. M. (2014). Conflict management styles, emotional intelligence and implicit theories of personality of nursing students: A cross-sectional study. Nurse education today, 34(6), 934-939.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Hillman, D. R. (2014). Understanding multigenerational work-value conflict resolution. Journal of Workplace Behavioral Health, 29(3), 240-257.
Prause, D., & Mujtaba, B. G. (2015). Conflict management practices for diverse workplaces. Journal of Business Studies Quarterly, 6(3), 13.
Yeung, D. Y., Fung, H. H., & Chan, D. (2015). Managing conflict at work: Comparison between younger and older managerial employees. International Journal of Conflict Management, 26(3), 342-364.