Conflicts in Workplace

Introduction

The conflict in work teams is healthy if the individuals are having a debate about the proposed project. But it is still in the matter of subject of agreement and disagreement within the group that can be considered advantageous or not. A well-managed conflict can create benefits such as creativity, flexibility, and innovation. Sometimes, the mother company is the one who is making the conflict available for everyone but in a purpose of gaining the competitiveness among the employees.

Relationship Conflicts

Conflicts can be based on relationship which is about the clashing of personality and interpersonal antagonism that are detrimental to group performance and morale. The disagreement and incompatibilities about the personal issues that are not task-related can ruin the workplace’s harmony.

Task Conflict

Task conflicts are often beneficial in many situations. The disagreements are focused on group members’ ideas and opinions about the task being performed. There are many group related activities, some having to do with the actual task and others having to do with the process of doing the task or delegating resources and duties.

Process Conflicts

There are other conflicts which relates about the logistical and delegation issues. It is quite different on task conflict because it is the clashing of ideas and. If the members of the team argue about who is responsible for one certain task therefore, they are having a process conflict.

Conflict in Diverse Work Teams and Performance

Conflicts may arise from the objective performance is the productivity of the group. Performance is defined as group members’ perceptions of how well they think each are performing (Jehn, 2000). The employee morale should be part of the performance and their attitudes about the job and their team.

Effects of Conflicts

The relationship conflict, when focused on such interpersonal problems, can detract from task-related effort in interdependent teams and could be expended toward task completion. The relationship conflict has negative effects and is responsible for outcomes such as increased turnover, high rates of absenteeism, decreased satisfaction, low levels of perceived performance, and low commitment (Jehn, 2000). On the other hand, task conflict can enhance performance quality. Critical debates and open discussion increases group performance, ideas, and viewpoints. But there is a possibility that conflict in any form can be an uncomfortable environment, decreasing individuals’ perceptions and satisfaction.

While process conflict may seem closely related to task conflict, the task strategy and accomplishment, process conflict operates more like relationship conflict in its connection to performance and satisfaction in organizational teams. Process issues revolve around people that are easily resolved improve performance because the teams take time to assign the right person to each task.

HR on Employment Relationship

Human Resource emphasizes that conflict stems from poor management and can be reduced by improved management, that organizational and workplace innovations can be used to develop a unity and interests among employers and employees, that problem-solving techniques and cooperation can be used to further reduce conflict (Lewin, 2001). HR perspective on employment relationship conflict can contribute for its reduction and seek positive consequences. These consequences include improved attitudes, compensation, productivity, product quality, and return on capital as well as reduced workplace violence. As the HR perspective utilize their own organizational and workplace innovations and problem-solving approaches can improve management, unity of employer-employee interests, and enhance worker well-being.

Managers striving to meet their own department’s goals often must overcome resistance born in competing agenda among staff in other business units. These managers need to help everyone see that they are really all striving for the same corporate objectives. This includes in success at team building. What is needed to resolve pervasive workplace conflicts is some smart decoding to unlock insight and understanding (Cottringer, 2006).

Conclusion

In general, when the power in employment relationship is unbalanced it is considerably can lessen the economic full employment or high-involvement work systems are practiced. The conflict in employment relationships does not stem from poor management alone. And with that, the unity of interests among employers and employees must be built. Working through a conflict can also help all those involved to get to the stage of development in self-awareness, team building, and productivity. Conflicts are allowable to promote the coordination among the employees and have a healthy competition. The relationship conflict is inevitable inside the office or any workplace because the competition between individuals is not in the matter of work. Also, the process conflict is not allowable because it might ruin the whole process and progress of the work.

References:

Cottringer, W., 2006. Resolving Workplace Conflict: To Overcome Disagreements and Build a Cohesive Team, a Manager Must Understand What Causes Conflicts, Security Management, 50(7).

Jehn, K., 2000. Benefits and Detriments of Workplace Conflict, The Public Manager, 29(2).

Lewin, D., 2001. IR and HR Perspectives on Workplace Conflict: What can each learn from the other? Human Resource Management Review, 11(4) Retrieved 3 Oct 2001. [Online] Available at: http://www.sciencedirect.com. [Accessed 13 Nov 2009].