Industrial Relations
Conflict in the workplace is a complex and multifaceted issue facing all Australian employees and employers. It differs from person to person, and organization to organization but the resolution must be resolute as the consequences for a business could be dire.
It is important to understand firstly why conflict occurs, and whether or not there are systems in place to minimise its impact to the organisation. “The goal of management is to coordinate all available resources to produce an end result” (Raymond J Stone, 2008, p. 6) . One of the most important resources that need to be managed is the organizations labour force. This can be the most difficult challenge for the executive team to manage as their often opposing interests that can lead to workplace conflict.
Firstly we must identify what is workplace conflict. Workplace conflict is described as “a specific type of disagreement that occurs in a work area, such as an office, and is uniquely influenced by the work environment” (Mackaye, 2005 p.12).
It is believed that managers and workers are “locked into a relationship that is contradictory and antagonistic’ (Edwards, 2003 p.16) , that is the alternate interests, goals and motivation of both parties and the pressure that it places in the business. Frontline managers have many functions but their primary task is to ensure the organization operates at its most efficient and effective level. This pressure is often in complete contrast to employees whose focus is primarily on their own benefits and entitlements and the sense of purpose they receive from working. It is this disconnect of ideals which creates workplace conflict. A workplace with a high degree of conflict may include the following symptoms; A decline in staff performance and productivity, high levels of employee turnover and absenteeism, verbal and physical conflict and workplace espionage.
The organization may also suffer from covert workplace conflict that simmer’s below the surface and
It is important to understand firstly why conflict occurs, and whether or not there are systems in place to minimise its impact to the organisation. “The goal of management is to coordinate all available resources to produce an end result” (Raymond J Stone, 2008, p. 6) . One of the most important resources that need to be managed is the organizations labour force. This can be the most difficult challenge for the executive team to manage as their often opposing interests that can lead to workplace conflict.
Firstly we must identify what is workplace conflict. Workplace conflict is described as “a specific type of disagreement that occurs in a work area, such as an office, and is uniquely influenced by the work environment” (Mackaye, 2005 p.12).
It is believed that managers and workers are “locked into a relationship that is contradictory and antagonistic’ (Edwards, 2003 p.16) , that is the alternate interests, goals and motivation of both parties and the pressure that it places in the business. Frontline managers have many functions but their primary task is to ensure the organization operates at its most efficient and effective level. This pressure is often in complete contrast to employees whose focus is primarily on their own benefits and entitlements and the sense of purpose they receive from working. It is this disconnect of ideals which creates workplace conflict. A workplace with a high degree of conflict may include the following symptoms; A decline in staff performance and productivity, high levels of employee turnover and absenteeism, verbal and physical conflict and workplace espionage.
The organization may also suffer from covert workplace conflict that simmer’s below the surface and