Summary

Managers spend a large proportion of their working week dealing with workplace conflicts. It is obvious therefore, that time spent gaining expertise in this field will be worthwhile. Resolving human conflicts and discord can involve styles that range from collaboration to avoidance, and involve varying degrees of cooperation and assertiveness. Workplace conflict is usually regarded as being counterproductive. However, if the positive energy associated with conflict can be harnessed, it may then be directed towards problem solving and organisational improvement. This viewpoint regards conflict resolution as a mechanism for providing employees with ongoing operational feedback and for encouraging creativity.

Bullying places a significant financial burden on employers and high emotional costs upon employees. Its unwelcome effects often extend to work teams, relatives and friends. Bullying is a negative form of conflict, which should be eradicated from the workplace. Employers should strive to provide a work environment that supports a sense of dignity and emotional well-being. The climate of the workplace has an influence upon the generation or reduction of workplace conflicts. Too much pressure or competition, or too many unrealistic expectations or deadlines, may lead to unhealthy conflict between employees. For the effective management and resolution of workplace conflict, formal disciplinary and grievance procedures are necessary. Carrying our disciplinary procedures is an inevitable part of every manager’s responsibilities, and this involves the provision of fair, factual and timely feedback for employees. However, employment legislation has increasingly become more complex, and employers face ever-increasing difficulties when seeking to discipline or dismiss employees.

The majority of claims to employment tribunals relate to unfair dismissal or discrimination. Employment law in most countries makes it unlawful to discriminate against employees. Dismissing an employee through discrimination would obviously be classed as unfair. In addition, there is no limit to the amount of compensation that an employee, once adjudged to have been unfairly dismissed, may receive. Workplace conflict resolution can be effectively managed by providing staff with written contracts, written discipline and grievance procedures, and a detailed staff handbook. This documentation is an invaluable tool for ensuring that staff are clearly aware of their rights and responsibilities.

No workplace can ever be totally devoid of conflict, simply because conflict is a natural outcome in environments where employees with varying priorities, ideas and behaviours work together toward a common goal. As a result of the reality of day-to-day discord in the workplace, it is important that managers do not become involved in the resolution of all workplace conflicts. To do so would draw them away from more important work. Managers need to act sensibly, take a back seat with employees, and allow them to solve some of the workplace conflict themselves.

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