1001EHR Employment Relations

WORKPLACE CONFLICT: AN
INEVITABLE FACT OF LIFE

Michaela Hardwick (s2895058)

Tutor: Sarah Sloan
Tutorial Time: Wednesday 3:00pm

Michaela Hardwick
S2895058

1001EHR

There are two types of conflict; relationship conflict and task conflict. Relationship conflict occurs
when there are incompatibilities between two or more individuals. Task conflict is when there are
differentiating opinions or perspectives on tasks that are to be completed (Mengue & Auh, 2008).
Hence, workplace conflict occurs when there is a disagreement or variance between two or more
people within an organisation. Amongst groups of employees, there is near certainty that conflict
will occur (Park & Park, 2008). Workplace conflict is an inevitable fact of life, however; it can be
advantageous for an organisation. This will be proven through an analysis of factors that agree with
this statement such differences of opinions and ideas, and the pluralist theory. An analysis of
opposing factors will also be incorporated. These factors include effective managerial and
leadership skills that have the potential to eliminate conflict, and the unitarist approach.
The ideas and opinions of one vary from others, which is a common cause of conflict in the
workplace. To effectively carry out the decision making process; conflict between employees is
required (Kotlyar, Karakowsky, & Ng, 2011). More specifically, minor conflict between two or
more individuals directly involved with decision making. Research suggesting that workplace
conflict can be of a positive nature is increasing, with authors including De Dreu (2008) stating that
workplace conflict is quite desirable, should be welcomed and, where possible, stimulated (p. 5).
This proposes that conflict is a positive attribute for an organisation and should be promoted. De
Dreu (2008) suggests that conflict caused from differentiating ideas and opinions can result in an
increase of innovation and more productive and efficient decision making. These authors display
the perception that conflict of this kind is beneficial to the organisation when it is carried out
constructively and managed accordingly. It demonstrates that in harmonious situations, mitigation
and prevention of conflict should be suppressed to allow for encouragement to increase the
productivity of employees (De Dreu, 2008). It significantly indicates that the employers in the
employment relationship should monitor and manage conflict in harmonious situations in order to
benefit the organisation and the employees. Differentiating ideas and opinions can be related to the
pluralist approach as both entail individuals being different.
The pluralist approach is an increasingly common approach to authority and is subject to enabling a
lot of conflict to occur. This approach allows for inequality amongst employees and their only
consistent interest is the success of the organisation (Loudon, McPhail, & Wilkinson, 2009). This
inequality has led to the creation of unions, employer associations and the state, all of which intrude
on the employment relationship. The adaption of unions and employer associations means there is
no distinct authoritative figurehead and therefore individuals have different interests and goals
(Loudon, McPhail, & Wilkinson, 2009). This highlights the potential frustration and confusion that
Michaela Hardwick
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1001EHR

employers may feel because of employees going to these external parties prior to consulting them
directly. The lack of one distinct higher authority, and the option to approach those who are not
directly involved in the employment relationship can be solely enough to cause conflict. Due to
each employee being unique, it is impossible to cater for each specific need. This leads to
dissatisfaction amongst employees and creates tension, or conflict, within the workplace (Jefferys,
2011). Individuals who are unsatisfied with an aspect of their job in this approach are able to voice
their concerns and usually go through the union to initiate change (Jefferys, 2011). This
demonstrates that employees will never have it all, however; they have the ability to strive for more.
It shows that employees are capable of taking advantage of their freedom whilst placing more
pressure on their superiors who are not the only authoritative figure in the employment relationship
(Loudon, McPhail, & Wilkinson, 2009). While employers and managers have increased pressures
from external parties under the pluralist approach, there are ways they can manage and potentially
eliminate conflict within the organisation.
The implementation of effective managerial and leadership skills can lead to the eliminatiaon of
conflict in the workplace. Trudel and Reio Jr. (2011) suggest that if workplace conflict is managed
effectively then the occurrence will diminish. The way in which conflict is addressed is linked to
how prevalent it is in an organisation (Trudel & Reio Jr., 2011). Therefore, a well-managed
workplace is less likely to have conflict occur and be more productive. Employees need guidance
from a manager to set the right example. Managers are able to provide this guidance by adapting
specific conflict management styles. They influence their subordinates who follow their example
which leads to all other variables in a conflict scenario being controlled by them (Green, 2008). The
integrated management style is the superior conflict management approach as it promotes mutual
agreements and has positive impacts on an organisations and employees (Gupta, Boyd, & Kuzmits,
2011). This style is for individuals who regard everyone, including themselves, highly when making
decisions and managing conflict (Shih & Susanto, 2010). This author demonstrates the importance
of individuals being involved in the management of conflict. Thus, it can be inferred that an
individuals need to be considered or listened to is linked to the elimination of conflict. According
to the unitarist approach, there is no need for conflict management, due to conflict not existing.
The unitarist approach occurs when management has total control and all parties in the employment
relationship share goals, interests and have similar characteristics. The common goals and interests
suggest no reason for conflict thus creating a harmonious workplace (Loudon, et al., 2009). This
approach has the perception that organisations require no intervention from external parties due to
equality amongst all employees. This is often an employers perspective as it is preferable that they
Michaela Hardwick
S2895058

1001EHR

share common goals and work without stress or conflict (Loudon, McPhail, & Wilkinson, 2009).
Notably, this can be seen to benefit the employment relationship as there are no external parties
imposing on the relationship. It can be argued that a unitarist approach is in place when Human
Resources Management (HRM) is in its best form. It emphasises commitment and self-control of
employees striving to achieve their common goal (Boselie, Brewster, & Paauwe, 2009). Boselie, et
al. (2009) states what is good for the employee is good for the employer, and the other way
around (pg. 462). They acknowledge that all employees are treated equally. It can be inferred that
because they have no reason for dissatisfaction, there is no conflict or requirement for external
parties to intervene. Although it sounds ideal, the unitarist approach is becoming less common due
to individuals being unique.
Conflict is an unavoidable occurrence within the workplace, however; it can have both a positive
and negative impact on an organisation. The appropriate managerial styles and encouragement of
positive conflict can lead to a more productive, efficient workplace. The implementation of a
unitarist approach can be seen to be more efficient for an organisation than the pluralist, due to
having no external parties interfering with the organisation, and more specifically, the employment
relationship. After an extensive analysis of conflict in constructive forms, conflict management
styles, and the pluralist and unitarist approaches, it has been determined that workplace conflict is
an inevitable fact of life which both positively and negatively impacts the employment relationship.
Words: 1,209

Michaela Hardwick
S2895058

1001EHR

Reference List
Boselie, P., Brewster, C., & Paauwe, J. (2009). In search of balance - managing the
dualities of HRM: an overview of the issues. Personnel Review, 38(5), 461-471.
De Dreu, C. K. (2008). The virtue and vice of workplace conflict: food for (pessimistic)
thought. Journal of Organizational Behavior, 29, 5-18.
Green, C. (2008). Leader member exchange and the use of moderating conflict styles.
International Journal of Conflict Management, 19(2), 92-111.
Gupta, M., Boyd, L., & Kuzmits, F. (2011). The evaporating cloud: a tool for resolving
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Jefferys, S. (2011). Collective and individual conflicts in five European countries.
Employee Relations, 33(6), 670-687.
Kotlyar, I., Karakowsky, L., & Ng, P. (2011, May 19). Leader behaviors, conflict and
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666-679.
Loudon, R., McPhail, R., & Wilkinson, A. (2009). Introduction to Employment Relations
(2nd ed.). Frenchs Forest, NSW: Pearson Australia.
Mengue, B., & Auh, S. (2008). Conflict, leadership, and market orientation.
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Park, H. S., & Park, M. (2008). Multilevel effects of conflict management preferences on
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Schieman, S., & Reid, S. (2008, August). Job Authority and Interpersonal Conflict in the
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Trudel, J., & Reio Jr., T. G. (2011). Managing Workplace incivility: The Role of Conflict
Management Styles - Antecedent or Antidote? Human Resources Development
Quarterly, 22(4), 395-425.

Michaela Hardwick
S2895058

1001EHR