Case Study: hr discipline dialogue conflict

Pages: 4 (1355 words)  ·  Bibliography Sources: 4  ·  Level: College Senior  ·  Topic: Business - Human Resources  ·  Buy This Paper

SAMPLE EXCERPT:

[. . .] Although these steps serve as the outline for disciplinary action, adherence to these steps also depends upon the severity, duration, and seriousness of the employees conduct and for use as only a guide and only for more severe cases. In most cases, management should not focus on discipline, but focus on the future performance of the employee and ways in which they can meet their expectations and reserve disciplinary measure to only extreme cases of problematic behavior.

C. Conflict Resolution

Although formal complaint and disciplinary procedures are necessary in some of the more persistent of employee issues, a vast majority of all employee issues can be handled by using the best practices in conflict resolution strategies at all levels of the organization. The term conflict is used to explain disagreements that occur between any two parties or groups and covers a broad range of potential disagreements from a mild misunderstanding, to a violent conflict between waring nations. Conflicts can also occur between various points in the organization such as between co-workers, or between workers and the management or between the management and the union (Lansford, 2008). One of the more emotionally charges of conflict in an organization may occur during periods of employee downsizing or workforce reduction in which people's futures may be uncertain and emotions can run high.

Despite the range of situations in which one might encounter a conflict of varying intensities and occur at various levels, the majority of them can be mitigated through the same processes and underlying principles. For example, under periods in which there is uncertainty in someone's career or the future of the organization in general, there can be high levels of job-related stress that can make it difficult to perform duties, or even communicate. The threat of finding unemployment or being under-employed have been shown to all threaten employee well-being and a level of economic stress quickly ensues to employee who harbor such fears (Sinclair, Sears, Probst, & Zajack, 2010). These stressors can also provoke the boundaries of the hierarchy and lead to contradiction and conflict between employees and employers which the lines can be exacerbated and lead to the non-cooperative labor (Liu, Ge, & Chen, N.d.).

One strategy to counter such conflicts is to keep the employees actively engaged with honest and transparent communications during the entire process of change. Through constant and clear communication, the worst effects of uncertainty can often be avoided with conflicts at any level. If an employee is actively engaged in communicating their concerns related to the conflict they are facing, then they are likely to feel comforted by the fact that they are not subject to complete uncertainty. Even in extreme cases of conflict, open dialogue and honest communications is one of the first lines of defense in reaching a creative solution that is able to address everyone's concerns. Furthermore, many organizations have actually used dialogue to find creative solutions that have produced exceptional results even in some of the most extreme cases of uncertainty; like when Johnson-Ware found creative ways to keep all of their employees, even during difficult periods of downturn (Beer & Swiercz, 2015).

Works Cited

Beer, M., & Swiercz, P. (2015). WeaveTech: High Performance Change. HBR Brief Case, 1-12.

Campbell, D., Fleming, R., & Grote, R. (1985). Discipline without punishment - At Last. HBR, 1-10.

Hastings, R. (2011, January 26). What Not to Do with Employee Complaints. Retrieved from Society for Human Resources Management (SHRM): https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/whatnottodo.aspx

Lansford, T. (2008). Conflict Resolution. Detroit: Greenhaven.

Liu, Z., Ge, Y., & Chen, H. (N.d.). The analysis of game and search between employer and employee under fear of unemployment in financial crisis. Retrieved November 5, 2012, from http://www.scirp.org/proceeding/PaperInformation.aspx?paperID=12548&bookID=1278&bookTypeID=2

SHRM. (2014, July 3). Progressive Discipline Policy: Single Disciplinary Process. Retrieved from Society for Human Resource Management: https://www.shrm.org/resourcesandtools/tools-and-samples/policies/pages/progressivedisciplinepolicy.aspx

Sinclair, R., Sears, L., Probst, T., & Zajack, M. (2010). A Multilevel Model of Economic Stress and Employee Well-Being. Contemporary Occupational Health Psychology. [END OF PREVIEW]

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