human resources management unit 22

7/30/2019 Human Resources Management UNIT 22

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UNIT 22

Conflicts in the Workplace

An organisation is a conglomeration of individuals with different

psychological, social and cultural backgrounds. Every individual has his own

belief, attitudes, perceptions, likes and dislikes. As a result, difference of

opinion is bound to arise over any issue. Decisions, however, will have to be

made keeping in mind the interests of the organisation. The task before the

human resource manager, therefore, is to secure consensus among the

employees in spite of individual differences.

Conflicts Meaning

In simple terms, conflict means disagreement between the persons

employed in an organisation. It may also mean clash of interests. It is the

result of differences in the opinion of employees of an organisation over any

issue. Such a difference of opinion arises mainly because mainly because of

differences in perceptions.

If, for example, a decision has to be made on whether to revise the

working hours or to continue the existing timing, the employer is sure to get

different views from different persons. Before making the final decision, the

employer has to secure consensus among the employees. Only then theproposal will get the support of everyone in the organisation.

Conflicts are not the same as disputes. In the case of conflicts the

solution can be found out at the organizational level itself through


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1. Changes in work patterns When the employees are asked to adopta different pattern of work, conflicts may arise between them on

whether or not to accept such a proposal and update themselves to be

able to discharge their responsibilities as per the new pattern of work.

Such a problem arose in the past in most organisations when the

employees were asked to learn computer operation.

2. Differences in perceptions the perception of any issue by differentindividuals will not be identical. One of the main reasons why conflicts

arise in the workplace is that the perception of employees of any

organizational matter differs. If one person favours the management

proposal to revise timings another person may oppose it.

3. Difference in values Differences in the value system of individual isyet another factor contributing to conflicts. For examples, an

employee, who has certain grievances, may want to show his protest to

the management by striking work. On the other hand, another

employee, who also has grievances, may show his protest by fasting in

the workplace. It is mainly because of the differences in the value

systems of different individuals we find lack of participation in strike

by certain employees when a strike call is given.

4.Availability of options Another reason why conflicts take place inthe workplace is that often the employees have options, e.g., day shift

or night shift, time-wage or piece-wage or both, salary or commission

or both, whether to take part in the strike or not in response to a strike

call given by the trade union and so on. If there is only one option

conflicts probably may not arise.


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5.Allocation of limited resources Resources are always scarce inrelation to demand. For example, when the funds available are limited,

the management may find it difficult to meet the demands of different

departments. In such a situation, if the production department wants a

new machinery and the marketing department wants a delivery van,

the management may ask the two departments to sort out the issue

amongst themselves as the demand of one of them alone can be met.

This may result on conflicts between the staff of the two departments.

6. Inter-dependence Conflicts arise due to the problem of inter-dependence between individuals and departments. For example,

marketing depends on production, production depends on purchase of

raw-materials and availability of labour which in turn depends on the

availability of finance. When the production department has not

adhered to its schedules, the sales people will not be able to meet their

commitments. This provides scope for conflicts.

7. Unequal wok-load When there is disparity in the work-load ofemployees operating at the same level, conflicts are bound to arise.

This might have been done deliberately or inadvertently.

8. Biased assessment of subordinates Some superiors showfavoritism while appraising the performance of their subordinates.

Favoritism is shown based on caste, religion, sex etc. as a result, an

employee who deserves a higher rating would have been given a very

low rating and vice versa.

9. Unattainable targets Some supervisors set targets for theirsubordinates that are unattainable. It might have been done


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intentionally or unintentionally. In any case it provides scope for

conflicts in the workplace.

10.Lack of trust and confidence lack of trust and confidence is yetanother cause of conflicts. Some superiors have a feeling that their

subordinates always shrink duties and are inefficient and incapable. As

a result, they are always harsh in their approach. Similarly, some

subordinates also have a feeling that their superiors are unreasonable.

Such an atmosphere provides scope for conflicts to take place.

11.Threat to status quo Any change taking place in the organisationthat disturbs the existing status pattern of the employees also gives rise

to conflicts. For examples, certain privileges enjoyed by the employees

may be withdrawn. Additional responsibilities may be given to them.

Their work-load may be increased. These changes affect status quo.

Different Stages of Conflict

The process of conflicts involves five different stages as shown in the

following diagram:

Latent conflict

At this stage conflict has not taken a definite shape. It may arise in the

sub-conscious mind of a person. All the causes of conflicts are lying hidden.

Felt Conflict

Having perceived the conflict the parties, at this stage, begin to feel it.

They become emotionally involved in the conflict.


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Manifest Conflict

When this stage is reached, the parties begin to show their hostile

feelings outwardly. As a result, interaction between the parties becomes less,

flow of work gets affected and co-ordination becomes difficult.

Conflict Aftermath

This is the last stage of the conflict process. At this stage, the conflict

maybe either suppressed or resolved amicably depending upon the attitudes

of the parties and the prevailing conditions.

Consequences of conflicts

Conflict is a natural occurrence. It arises mainly due to the differences

in perceptions, values, beliefs, sentiment, likes and dislikes of the people at

wok. Conflicts are not always bad. Certain benefits also become available to

the organisation out of these. The various positive and negative aspects of

conflicts are explained below.

Positive Aspect of Conflicts

These include, among other, the following:

1. The decision may be reviewed When there is disagreementbetween employees over a certain decision, the decision is reviewed.The pros and cons of the decision will be analysed thread-bear. In the

absence of a conflicting situation in the workplace, certain bad

decisions may also taken and implemented to the detriment of the

employees.


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2. Communication relationships improveConflicts over any issuegive scope for employees to discuss the same in a forum. This improves

communication relationships among employees and paves way for a

consensus on the issue.

3. There is scope for finding a better solution to the problem underconsideration When solution to any problem in the workplace is

accepted without any kind of resistance, there may be a tendency to

thrust the views of a group on others. But when every individual is

prepared to highlight the strong and weak points of an alternative

course of action, best solution can be found to any problem.

4. Stagnation is avoided contemporary organisations need peoplewho are dynamic. A person who blindly accepts the views of others

cannot be called dynamic. The merits and demerits of any proposal

must be thoroughly discussed in order to derive optimum benefits out

of it. Existence of disagreement among employees, thus, eliminates

stagnation and makes the organisation a progressive one.

5. Employees are relieved of their mental stress When an employeeis not satisfied with a particular decision of his employer of the fellow-

employees he gets disturbed mentally. When he expresses his dissent

or dissent his views are accepted or rejected.

Negative Aspects of Conflicts

These include, among others, the following:

1. The morale of the employees becomes low: Disagreement amongemployees over certain work proposals affects their morale. This


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affects their attitude towards work. As a result, they are not able to

work with interest and commitment.

2. Productivity gets affected: When employees have low morale, theirlevel of performance will also be low. This affects productivity.

3. Teamwork and co-operation may deteriorate: In view of disagreement,the employees are not able to work with proper understanding and co-

operation.

4. There is decline in the level of efficiency: As the employees are thinkingabout the issue all the time, they may not be able to concentrate in

their work. This leads to decline in the level of efficiency.

5. When not resolved conflicts may turn into disputes: Conflicts are aregular feature of an organisation. But a conflict has to be resolved

within a timeframe. If it is allowed to remain without a solution for

long, it may certainly turn into a dispute and require the help of a

mediator. The labour courts may also have to be approached

sometimes.

Levels of Conflict

Conflicts may arise at different levels in an organisation as indicated below:

1. Within an Individual2. Between Individuals

3.Within a Group4. Between an Individual and a Group and5. Between Groups


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These have been explained below.

Conflicts within an Individual

Conflicts within an individual arise when a person is unable to decide

precisely what he wants. For example, an employee may not be able to

decide whether to accept straight salary or commission when asked to

choose one. Similarly, an employee may not be able to take a firm decision

on whether to take part in the strike or not in response to a strike call given

by the trade union. Such persons normally seek the advice of their friends or

relatives on the matter.

Conflict between individuals

Such conflicts arise between two or more persons working in an

organization either in the same or different level. For example, there may be

a conflict between two factory workers or two salesmen. Likewise, conflict

may also arise between a worker and a foreman, a sales representative and

the sales manager and so on.

Conflicts within a group (intra-group conflicts)

Conflicts may arise between the members of a particular group. Such a

situation may arise, say, when the member of employee union meet to

discuss the course of action to be adopted in response to a certain anti-

labour policy of the management. Some members may favour a

demonstration programme in the company premises, some may prefer mass


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casual leave and still some others may insist on a strike plan. As a result the

members may not be able to arrive at a consensus at once.

Conflicts between an Individual and a Group

Such a conflict may arise between, say, an employee, who is not a

member of the trade union, and the uniongives a strike call, its members

may perusable the non-member also to extend his support.

Conflicts between Groups (Inter-Group Conflicts)

It refers to conflicts between, say, rival employee unions where there

exists more than one union or between the employees of two departments,

say, production and marketing and so on.

Conflicts and Performance

Where in an organisation the level of conflicts is found to be low,

performance will also be very low in of the following reasons:

(i) Indifferent attitude of the employees(ii) Lack of creative ideas(iii) StagnationIf, on the other hand, the level of conflicts is found to be high then also

performance will be low in view of such reasons as:

(i) Lack of teamwork and co-operation(ii) Low morale(iii) Mental stress


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Thus, it becomes clear that performance tends to be low whether the

level of conflicts is low or high. Management of conflict refers to the task of

maintaining it at an optimum level. The relationship between conflicts and

performance may be explained by means of a diagram:

It is clear from figure 22.1 that at point P the level of conflict is low and

so is the level of performance. At point R the level of conflict is high and the

level of performance is low. It is only at Point Q the performance, i.e., T is at

its optimum level.

An optimum level of conflicts, therefore, is necessary for securing an

optimum level of employee performance.

The following conditions may indicate the existence of a low level of

conflicts in the workplace:

1. Low rate of absenteeism2. Low rate of labour turnover

3. Lack of complaints and grievances4. Employees accept changes without much resistance5. Conservation approach to work for a longer period of time.The existence of the following conditions may indicate a high level of

conflicts:

1. Low morale2. Low productivity

3. Excessive complaints and grievances4. Greater resistance to change


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5. High rate of absenteeism and labour turnoverMeasure to stimulate conflicts

As an optimum level of conflicts is necessary for securing optimum

performance, steps may be taken to stimulate conflicts in a workplace where

conflicts are totally absent. The following measures may be adopted in this

regard:

1. Additional responsibilities may be given to employees.2.Job rotation may help.

3. Certain privileges may be withdrawn.4. Target may be increased.5. Inter-dependence between individuals and departments may be

increased.

6. Methods of work may be constantly updated.7. Conventional channel of communication may be deviated.

Conflict Outcomes

Conflicts between two individuals or groups, say X and Y, may

procedure any of the following outcomes:

1. In lose lose situation the position of the parties to the conflict isworse than what it was earlier.

2. In Lose Win situation X is defeated while Y is victorious.3. In Win Lose situation Y is defeated while X is victorious.


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4. In Win Win situation the position of the parties to the conflict isbetter than what it was before the conflict started.

Resolution of Conflicts

Five different strategies are available to resolve conflicts in any

workplace. These are:

1. Avoidance2. Smoothing

3. Forcing4. Compromising and5. Confronting

These have been explained briefly hereunder.

Avoidance

Here, the parties concerned may withdraw from the conflict physicallyor mentally. Both the parties show no interest in pursuing the issue after

raising it. Avoidance, however, cannot solve the problem. It takes the parties

to a lose-losesituation.

Smoothing

In this approach, one party to the conflict tries to accommodate theother partys interests. It places emphasis on concern for others. The part

accommodating may suffer detriment. It results in a lose winoutcome.

Forcing


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In this case, one party tries to be aggressive so that he can achieve his

goal. He has no concern for the other party. It may result in a win-lose

situation.

Compromising

It is a strategy in which one party is willing to give up something in

exchange for gaining something else. By doing so the party is able to take

care of himself and also the other party. Such a strategy may not produce any

definite outcome.

Confronting

In this case both the parties are determined to work to find a solution

by a mutually acceptable plan. It is a problem solving approach. It seeks to

maximise the attainment of both the partys goals. It may take the parties to

a win-winsituation.

human resources management unit 22

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