Workplace Conflict
Author: Rishita Singh
- Strategic Conflict Management
David, N. and Deborah, H. (2020) states that this study conducted in wales focusing on strategic conflict management in organizations. It highlights the importance of understanding how different types of organizations approach conflicts among employees, with a specific emphasis on unitarist organizations and their proactive stance on resolving or preventing conflicts. The study explores the correlation between organizational strategies, such as union exclusion, and conflict management policies. While acknowledging the limitations of the research, including its narrow geographic focus and reliance on single-respondent survey data, the study contributes valuable insights to both theory and practice in conflict management within organizations.
2) Strategic Approaches to Employment Conflict Resolution
Blackard Kirk (2001) examines various alternative dispute resolution (ADR) options for managing employment conflicts, emphasizing the importance of considering factors such as time, effort, and cost invested in conflict resolution. It highlights the need for managers to evaluate the appropriateness of ADR approaches based on organizational size, cultural fit, and the justification of conflict levels. It also suggests that organizations should take a comprehensive view of conflict management systems, weighing potential costs against benefits and considering the broader contribution to organizational excellence, also encourages ongoing awareness and discussion, emphasizing the importance of exploring new models for addressing traditional human resource management challenges.
3) Enhancing Workplace Conflict Resolution: Lessons from Australia
Anthony, F. (2012) delves into the evolution of workplace conflict resolution in Australia, highlighting the shift from public dispute resolution mechanisms to the promotion of Alternative Dispute Resolution (ADR) under the Fair Work system. It discusses the challenges faced by traditional systems like the Employment Tribunal in the UK and emphasizes the importance of efficiency and fairness in conflict resolution processes. It also evaluates the effectiveness of Fair Work Australia in providing a user-friendly and mediation-focused approach to resolving disputes. Overall, it underscores the significance of transparency, accessibility, and effectiveness in ensuring fair and efficient workplace conflict resolution systems, both in Australia and internationally.
4) Workplace Dynamics
Paul, E. and Andy, H. (2022) states that the concept of structured antagonism in the employment relationship, highlighting similarities in workplace practices across different modes of production. It emphasizes the importance of comparative analysis to understand how behaviour is influenced by structural conditions and how deeper social antagonisms manifest. It also addresses the contemporary relevance of these ideas in the context of modern workplaces, including the gig economy, noting both distinctive features and continuity with the past. Additionally, it proposes a methodological checklist for future research on class relationships at work, emphasizing the need for a connected set of inquiries to explore patterns and causes of variation in workplace phenomena.
5) Behavioral Conflict Patterns
Martin, G.E and Thomas, B. (1996) states the complexities of behavioral responses to workplace conflict, emphasizing the need to study conflict as a dynamic process rather than a static situation. By integrating group technology paradigms and situational variables, the research identifies characteristic response sequences and moderating effects on conflict paths. The study highlights the prevalence of initial responses categorized as verbalization or helplessness, underscoring the importance of understanding individual coping mechanisms in conflict situations. The findings suggest avenues for further research to enhance our understanding of conflict resolution strategies in professional environments.
6) Conflict Dynamics
Shu-Chen Chen (2018) investigates the impact of workplace aggression from supervisors, coworkers, and customers on employees’ work-family conflict, with a focus on the moderating role of problem-focused coping. The research explores how negative affect mediates the relationship between multifidi workplace aggression and work-family conflict, highlighting the significance of coping strategies in mitigating stress perception and strain responses. By utilizing regression and path analyses, the study reveals that problem-focused coping influences the indirect relationship between workplace aggression and work-family conflict, emphasizing the complex interplay of factors in shaping employees’ experiences of conflict in balancing work and family responsibilities.
7) Emotional Intelligence in Conflict
Debra, M. and Dan, D. (1989) discusses the dynamics of conflict resolution within organizations, focusing on the role of communication strategies and emotional intelligence in managing and resolving conflicts effectively. It emphasizes the importance of understanding different conflict styles, such as avoidance, accommodation, competition, compromise, and collaboration, and how they can impact conflict outcomes. It highlights the significance of emotional intelligence in conflict resolution, as it helps individuals regulate their emotions, empathize with others, and communicate effectively during conflicts. Overall, it provides insights into the complexities of conflict resolution and the strategies that can be employed to navigate conflicts successfully within organizational settings.
8) Conflicting Beliefs at Work
Brown, E. and Scott (2019) discussing the complexities of resolving conflicts between LGBTQ rights and religious beliefs in the workplace. The authors explore the challenges that arise when religious convictions clash with civil rights, particularly in relation to LGBTQ employees and customers. They examine legal protections, such as Title VII and RFRA, that come into play when balancing religious freedoms and equal protection rights in the workplace. It highlights the evolving landscape of religious diversity in the United States and the need to navigate shared values amidst differing beliefs to address discrimination based on sexual orientation and transgender status.
9) French Workplace Conflicts
Jeremy Tanguy (2013) examines the relationship between collective disputes and individual disputes in French workplaces using a nationally representative dataset. Focusing on employee applications to Employment Tribunals and employer disciplinary actions as individual disputes, and strikes and non-strike disputes at the collective level, the study finds that collective disputes, with or without strikes, act as substitutes only for Employment Tribunal claims, showing a significant negative relationship. However, collective disputes are found to increase the likelihood of disciplinary action in French workplaces. These results differ from studies in the UK, suggesting variations in the expression of employee conflict between the two countries. The analysis also questions the collective voice function of union delegates in French workplaces. The study suggests avenues for future research, emphasizing the need to explore differences between sectors in the substitution dynamics between collective and individual disputes at a more granular level.
10) Banking Harmony: OCB and Interpersonal Conflict
Kaur, J. (2014) examine the relationship between Organizational Citizenship Behaviors (OCB) and Interpersonal Conflict (IC) in the banking sector. It presents demographic data of respondents from public and private banks, highlighting gender distribution, marital status, age groups, educational qualifications, and sector-wise representation. Descriptive statistics reveal higher OCB scores in both public and private banks, indicating low conflict levels among employees. Hypothesis testing using Mann-Whitney U test shows no significant difference in OCB levels between public and private sector bank employees. The study suggests using a mix of self-report measures and qualitative data collection methods for future research.
Conclusion:
In conclusion, the presented studies offer diverse perspectives on conflict management within organizational settings. Nash and Hann focus on strategic conflict management in Welsh organizations, emphasizing the significance of understanding conflict approaches. Edward Paul and Hodder delve into workplace dynamics, proposing a methodological checklist for studying class relationships. Elizabeth Brown and Inara Scott explore conflicts between LGBTQ rights and religious beliefs, highlighting legal protections. Shu-Chen Chen investigates the impact of workplace aggression on work-family conflict, emphasizing coping strategies. Mesch and Dalton discuss conflict resolution, emphasizing emotional intelligence and communication. Martin and Bergmann highlight behavioral responses to conflict as a dynamic process. Kaur examines OCB and interpersonal conflict in the banking sector, revealing demographic insights. Forsyth explores the evolution of workplace conflict resolution in Australia, emphasizing ADR. Blackard examines ADR options, considering organizational factors. Lastly, Tanguy explores the relationship between collective and individual disputes in French workplaces. Overall, these studies contribute valuable insights into conflict dynamics, resolution strategies, and the contextual variations in organizational conflicts.
Reference:
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