Employment Conflict management Techniques
Employment conflict is a term used to by employees and managers to denote conflicts like discrimination due to race, age, color, religion, sex, national origin or handicap. All these together are forms of legally prohibited types of conflicts to any employee in any given company. The concept is important to both the employer and the employee alike because their rights in different areas within the working environment may bring a lot of continuing political conflicts. The matter is also important in the case of general citizenship. Employment conflicts may occur mainly when an employee of a given firm or company claims that maybe an equal employee with the same skills and experience is being treated better by the employer, or else he or she is being compensated more than the other of equal status. Thus this leads to conflicts as it associated to one of the legally prohibited forms of discrimination. The conflict may not necessarily be immediate or direct and at the same time it might not necessarily be persons of different races or gender to have dispute at work for the conflict to arise. Many other conflicts may as well arise due to personal issues and not necessarily legally prohibited discrimination. Most of the conflicts however involve an individual disputing some type of decision by the employer but the significant number involves a group of employees. There are several ways of identifying potential conflicts in a company of firm.
In the event where an employee looses in promotion or appraisal and believes that the decision is traceable to legally prohibited discrimination, the employer may defend himself against the complaint by claiming that the employer lacks certain training skills necessary for higher rated jobs, but in the case of where the employer may have lacked to train the employee due to some form of discrimination in race or gender etc, he or she is still susceptible to the offence.( Employment conflict, Chris Honeyman,1999).It is due to such conflicts that most companies especially in the United States are facing decline in sales due to not yielding large returns and lack of advanced technology to cater for customer demands.
However, there are measures being taken to deal with the management of the conflicts in such situations. Major financial losses are crippling corporations and resulting to reformation and obtaining advanced technology to replace roles administered by employees to yield higher productivity. Fast Serve has not resisted the crisis in America. In order for Fast Serve to reposition itself as an industry leader, careful planning, association and communication along with the elimination of specific job tittles and roles will have to be implemented and presented to the leaders. As in any organization trying to eliminate employment conflicts, risks will as well be involved. The report will present jobs and roles which will be eliminated as a result of automation processes or procedures or in the case of an employee being placed on three month probation to see the company’s productivity. Fast Serve will have to make immediate well thought changes in order to ensure that the company stays feasible. Though it is currently facing several issues which can affect profitability and future risk which could lead to risk with the employees and other legal disputes, eliminating some positions within the organization will be part of the change as it moves out of the online distribution. (Employment Conflict Management, Professor Louis Aliberti, 2008)
There are several methods that can be used as alternative dispute resolution techniques. Some of these methods involve binding arbitration which involves the presentation of the dispute to an unbiased party for issuance of a binding decision. Another method is conciliation or appeasement which involves building a positive relationship between the parties to a dispute. A third party may be used by the parties to help build such relationships. The third party may help by helping establish communication, clarifying misperceptions and dealing with strong emotions to restore an environment with full cooperation having solved the problem. Another form of conflict solving is the co-operative problem solving which is however the most basic method used in dispute resolution. This does not involve a third party but uses the party concerned to come into a mutual agreement. There may as well be use of dispute panels which involve use of one or more unbiased individuals, who are available to the parties as a means of clearing misperceptions, filling information gaps or resolving differences over data or facts. Early Neutral evaluation is another form of dispute resolution which uses a neutral third party to provide a non-binding evaluation, sometimes in writing which gives the parties to the dispute an objective perspective on the strength and weaknesses of their cases. The list is endless there are many more methods of dispute resolution these include; facilitation, fact-finding, interest based problem solving, mediated arbitration, mediation, minitrials, negotiated rule making, settlement conferences, on-binding arbitration, ombudsmen, partnering and peer review.
It is recommended that the above should be used in order to help resolve the disputes within an organization. All the panels are made up of a number of employees and employers or managers who volunteer to do most of the above mostly trained in listening, questioning and resolving problems amicably. (Alternative Dispute Resolution
Techniques and Agency Practices)
Employment conflict, Chris Honeyman, 1999
Employment Conflict Management, Professor Louis Aliberti, 2008
Alternative Dispute Resolution, Techniques and Agency Practices