Internal Conflict in Organization and the Cost to Organization and the Solutions with Human Resource Management.
Internal conflict in organization and the cost to organization and the solutions with human resource management.
Several outstanding management theories stress each certain main point, such as scientific management or bureaucracy. For a long time those theories had been existed in most of organizations as one-best way of managing a company before addressing the importance of human capital, which is treated as asset not as a resources by Mayo in 20th, and human relationships in workplace as well. In further, the magnitude of Human Resources management becomes a large part in management area. The purpose of this paper is to argue how much the mismanagement related to human relationships in a company cost to them and offer how to face the problem and react to the situation as a manager.
Conflict will be thought as one of the recognitions about expressions of disagreement and dissatisfaction, involving differing expectations, competing goals, conflicting interests, confusing communications, or unsatisfactory interpersonal relations including an employee’s disagreement with their performance appraisal. Saulwick (2011) introduced the disagreement between RailCorp transit officers and Security division of RailCorp management about the identification of security guards, which the officers consider their task as law enforcement, compared to ticket inspectors by the RailCorp management, and also about the motivation that the majority in transit officers working for the money. Those conflicts will be managed and solved by authorised managers with how resources are accurately distributed, but the process is complex and complicate. Because of that careful and appropriate approach to the problem is required (Costantino & Merchant 1996, pp. 4-5). According to Clegg, Kornberger & Pitsis (2011, p.174) the strategy in Human resources management has 4 stages, including Recruitment, Selection, Retention and Development with the certain business strategy. If the RailCorp apply the
Several outstanding management theories stress each certain main point, such as scientific management or bureaucracy. For a long time those theories had been existed in most of organizations as one-best way of managing a company before addressing the importance of human capital, which is treated as asset not as a resources by Mayo in 20th, and human relationships in workplace as well. In further, the magnitude of Human Resources management becomes a large part in management area. The purpose of this paper is to argue how much the mismanagement related to human relationships in a company cost to them and offer how to face the problem and react to the situation as a manager.
Conflict will be thought as one of the recognitions about expressions of disagreement and dissatisfaction, involving differing expectations, competing goals, conflicting interests, confusing communications, or unsatisfactory interpersonal relations including an employee’s disagreement with their performance appraisal. Saulwick (2011) introduced the disagreement between RailCorp transit officers and Security division of RailCorp management about the identification of security guards, which the officers consider their task as law enforcement, compared to ticket inspectors by the RailCorp management, and also about the motivation that the majority in transit officers working for the money. Those conflicts will be managed and solved by authorised managers with how resources are accurately distributed, but the process is complex and complicate. Because of that careful and appropriate approach to the problem is required (Costantino & Merchant 1996, pp. 4-5). According to Clegg, Kornberger & Pitsis (2011, p.174) the strategy in Human resources management has 4 stages, including Recruitment, Selection, Retention and Development with the certain business strategy. If the RailCorp apply the
References: Allen, RD 1996, ‘Managing internal audit conflicts’, Institute of Internal Auditors, vol.53, no.4, p.58. Clegg, S, Kornberger, M & Pitsis, T 2011, Managing & organizations: an introduction to theory & practice, 3rd edn, Sage, London Costantino, CA & Merchant, CS 1996, Designing conflict management systems: A guide to creating productive and healthy organizations, Jossey-Bass Publishers, San Francisco Dijkstra, M, Beersma, B & Evers, A 2011, ‘Reducing conflict-related employee strain: The benefits of aninternal locus of control and a problem-solving conflict managementstrategy’, Routledge Taylor & Francis Group, vol.25, no.2, pp.167-184. Donaldson-Feilder, E, Yarker, J & Lewis, R 2011, Preventing Stress in Organizations: how to develop positive managers, Wiley-Blackwell, West Sussex Kesten, R 2009, Five steps to a conflict resolution: Minded organization, viewed 1 September 2012, Koeninger, G 2007, ‘Handling internal conflicts’, Chartwell Communications, vol.79, no.10, p.66. Saulwick, J 2011, ‘Rail guards work despite ‘poisonous’ conditions’, Sydney Morning Herald, August, p.7, accessed 23/8/2012, UOW database.