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Workplace conflicts are one of the most spread issues that take place in any organization as well as may cause negative consequences to all the stakeholders. According to the investigation of Oni-Ojo, Iyiola, and Osibanjo (2014), the most frequent causes of workplace conflict include the lack of jurisdiction, absence of clarity with guidelines or expectations, conflict of interest, personality differences, and poor communication. Furthermore, the parties of workplace disputes may experience bullying, limited sharing of insider information, as well as physical or verbal violence (Omisore & Abiodun, 2014). In most cases, the success of an organization’s performance depends on the ability of conflict recognition and management, which includes integration of efficient factors to contribute to conflict resolution as well as prevention of negative consequences. Therefore, conflicts at workplace are inevitable; however, their negative consequences may be avoided by developing and implementing efficient conflict resolution policy.
Workplace Conflict
Interpretations of the term “workplace conflict” suggested by modern scientists and researchers are diverse but similar. Thus, Oni-Ojo et al. (2014) consider conflict to be an interactive process that results in disagreement, incompatibility, or misunderstandings between social entities. Similarly, Madalina (2016) interprets conflict as a form of disagreements, frictions, or discords that take place between individuals or within a group when the beliefs or actions of one party are either resisted or unacceptable. Lipsky and Avgar (2010) refer conflicts at work to inevitable workplace disputes, which should be resolved by fair and equitable means. According to the scientists’ considerations, the management of conflicts is extremely important for the effective functioning of organizations as well as personal, cultural, and social development of individuals (Lipsky & Avgar, 2010). In fact, the workplace conflicts pertain to the opposing ideas and actions, hence resulting in an antagonistic state between individuals who operate in the common working environment, including colleagues, managers, and their subordinates.
Conflict Policy
The primary objective of conflict resolution policy is to facilitate fast and efficient resolution of disputes at workplace with minimum negative consequences on parties of conflicts as well as overall organization’s performance. The policy might maintain a positive environment in which everyone is able to work and interact constructively. It would establish procedures to support timely, fair, and effective conflict resolution. A conflict in the policy of a company is defined as any actual, potential, or perceived situation where personal, occupational, or financial considerations may affect or appear to affect employees’ duties and responsibilities as well as organization’s performance. All workplace conflicts should be reported to human resources department with an aim to address them in a timely manner, including cases of inequitable or unfair treatment, harassment of sexual, discriminatory, or personal character, abuse of authority, bias favoritism, workplace violence, and conflicts between employees and supervisors with unresolved consequences.
Human resources department is responsible for implementation of conflict resolution policy and its efficiency within organization. All responsible persons and employees are required to adhere to the procedures in the suggested policy at all times. Responsible persons in the term of the policy are supervisors and human resources managers. The employees who are experiencing a conflict at workplace are encouraged to resolve it initially by discussions with supervisor. At the same time, all responsible persons and employees have an ongoing obligation to report to human resources department after becoming aware of any suspected conflict. All requests for workplace conflict resolution, complaints, and disagreements should be fully investigated and addressed. The policy is mainly based on the principle of collaboration. The latter involves finding a solution to the conflicting situation that satisfies both parties (Madalina, 2016). In fact, it involves a moderate level of assertiveness and cooperation (Currie, Gormley, Roche, & Teague, 2016). A collaborative principle is positively linked to communication satisfaction and employees’ ability and trust (Madalina, 2016). The successful implementation of the suggested conflict resolution policy facilitates provision of a safe and healthy work environment, as workplace conflicts are stipulated to be reviewed in a timely manner by the supervisors or human resources managers.
Procedures for Resolving Conflict
Conflict resolution policy would include informal and formal procedures:
1. An employee who experiences conflict at work should first initiate discussion of the issue with his/her supervisor. In addition, a worker may request a meeting with a human resources manager or a representative of the next level of management.
2. A supervisor is obliged to analyze the details of conflict as well as provide efficient and appropriate approaches to resolve the conflict. A manager should appoint a meeting with an employee within three working days with an aim to inform him or her of the suggested plan of action.
3. In case an employee does not accept the informal resolution of a problem, he or she may proceed with the formal procedure of conflict resolution and apply to a representative of the next level of management.
4. Within formal resolution procedure, the employees should provide written documents with supporting details of the conflict to supervisors.
5. The supervisor should investigate the conflict resolution request as well as may consult with a human resources manager.
6. A supervisor should complete the analysis of a conflict and prepare a written response within five working days after being informed about conflict details.
7. If an employee agrees with the suggested resolution, a copy of the signed reply is forwarded to human resources department with an aim to include it to the personal file of employee.
8. If a conflict has not been resolved, an employee has a right to apply to the senior executive. However, senior executive’s decision and recommendations are final in the process of conflict resolution within organization.
Outline for Training Topics
Training for human resources managers in addressing and resolving conflicts at workplace is imperative to the success of the conflict resolution within any organization. Therefore, trainings aimed at the analyzing current conflict resolution strategies and process of handling conflict at work might be beneficial.
Topic - Current strategies for handling conflict at the workplace
Outline:
1. Defining confrontation.
2. Identifying where employees focus attention and energy.
3. Role of managing conflict at the workplace.
4. Efficient conflict resolution strategies.
5. Presentation, practice sessions in pairs with co-coaching, facilitated group review.
Topic - Process for managing conflict
Outline:
1. Conflict resolution activities.
2. Reviewing different stages of the conflict process.
3. Recognising contributions and potential conflict management strategies to change negative outcomes.
4. Presentation, individual reflection and pairs exercise, group review.
Conclusion
A conflict is considered one of the most predictable outcomes within any working environment, which directly relates to the activity of human beings. Nowadays, there is no universal definition of the term “workplace conflict”; however, scientific interpretations are similar. Thus, a workplace conflict relates to disputes, misunderstandings, or disagreements that may occur between social entities at the workplace as well as influence negatively well-being of employees and overall performance of organization. Suggested conflict resolution policy aimed at fast resolution of conflicts at workplace with minimum negative consequences on parties of conflicts and organization’s performance. The policy is mainly based on the principle of collaboration. Human resources department is responsible for implementation of the suggested conflict resolution policy and its efficiency. Conflict resolution policy includes informal and formal procedures. The success of the conflict resolution within any organization may be facilitated by the organization of trainings aimed to develop in employee conflict resolution skills as well as broaden knowledge about conflict resolution strategies.
