Negotiation and Conflict Management (BUS 698)

Assignment: Research Proposal

Research Topic: MSME Employees’ Perception of Employee

Engagement and Conflict Management in Phnom Penh

In partial fulfillment of the requirements for the degree of

Executive MBA in SME Leadership

Submitted to

Professor

Dr. SUSAN Hagadorn

Submitted by

Ms. NGETH Socheata

E-MBA Student

June 11, 2024

Table of Contents

Introduction..........................................................................................................................3

1. 1 Background.................................................................................................................3

1.2 Problem Statement.......................................................................................................3

1.3 Research Objectives.....................................................................................................4

1.4 Research questions:.....................................................................................................4

Literature Review...................................................................................................................5

2.1 Employee Engagement.................................................................................................5

2.2 Conflict Management...................................................................................................5

Research Methodology..........................................................................................................6

3.1 Research Design..........................................................................................................6

3.2 Questionnaire Design and Data Collection.....................................................................6

Data Analysis and Conclusion................................................................................................7

4.1 Characteristics of Respondents....................................................................................7

4.2 Result of Employee Engagement Survey........................................................................8

4.3 Result of Conflict Management Survey.........................................................................11

4.4 Conclusion.................................................................................................................16

Bibliography........................................................................................................................17

Appendices.........................................................................................................................18

Questionnaire..................................................................................................................18

2
 Introduction

1. 1 Background
When people are working together, conflict is an inevitable aspect of any workplace. Conflict in

the workplace is not exclusive to small and medium-sized businesses (MSMEs). However, in

small and medium-sized enterprises (MSMEs), where employees often wear multiple hats,

disagreements and tensions can arise frequently. Employee engagement and effective conflict

management are crucial aspects of a healthy and productive work environment. Understanding

MSME employees' perspectives in Phnom Penh will provide valuable insights for employers to

improve employee well-being, foster a positive work environment, and enhance overall

organizational performance. The purpose of this study is to provide insight into the level of

engagement and perception of the efficacy of conflict management strategies among

employees working in MSEM companies in Phnom Penh.

1.2 Problem Statement

Employee engagement and conflict management are essential for MSMEs to thrive. There are

several factors that can lead to employee disengagement in the workplace. They can be seen as

emotionally and physically distant from their team members. They lack motivation and effort to

complete their tasks and support the organization’s goals (Parsons, 2022). According to survey

data released by Gallup (2023), there is a big drop in engagement for workers who are under 35

years old. They were feeling a lack of care and encouragement, a lack of opportunities to learn

and grow, their opinions were not acknowledged, and they had fewer friends at work. In

addition, employees can experience anxiety and depression due to conflict situations at work

(Lindner, 2024). The data from CPP (2008) reported that more than 80% of employees they

surveyed let their conflict with coworkers escalate, among those 9% do not come to work for

multiple days, 10% avoid going to meetings, and 12% quit their job.

3
1.3 Research Objectives
1. Assess employee engagement levels at MSME companies.

2. Describe employee perceptions of conflict management practices at MSME companies.

3. Explore whether relationships exist between engagement and conflict management at

MSME companies.

1.4 Research questions:

1. How engaged do MSME employees in Phnom Penh feel with their work and

organization?

2. What are the preferred methods of conflict resolution among MSME employees in

Phnom Penh?

3. Is there a correlation between employee engagement and perceptions of conflict

management effectiveness in Phnom Penh MSMEs?

4
 Literature Review

2.1 Employee Engagement

Employee engagement refers to the degree to which workers are satisfied, dedicated, and

enthusiastic about their jobs and organizations. High engagement is linked to increased

productivity, lower turnover, and a more positive workplace culture. Work engagement and

performance are considered two-way relationships. Therefore, an improvement in performance

will create more engaged workers and more engaged workers will go on to perform better

(CIPD, 2023). Anyhow, according to Forbes (2012), it mentioned that happy and satisfied

employees do not necessarily mean engaged employees. The emotional commitment the

employees have to the organization and its goals is believed to be their genuine engagement.

2.2 Conflict Management

Conflict management focuses on strategies for preventing, identifying, and resolving

disagreements constructively. Effective conflict management fosters collaboration, minimizes

disruption, and promotes a sense of fairness among employees. It is vital for SMEs to maintain

a productive, innovative, and harmonious work environment. Conflict management influences

employees’ abilities in an organization and serves as a key strategy for supporting the internal

and external knowledge management activities of the company (Asif, Khan, & Pasha, 2019).

Disengaged employees are considered more likely to have disputes with their superiors (Asif,

Khan, & Pasha, 2019). For SMEs, reputation is crucial. Conflicts that spill over to customers or

the public can damage the business’s reputation. Effective conflict management maintains a

positive image and ensures smooth customer relations. Mr. Simon Sinek, an author of Leaders

Eat Last: Why Some Teams Pull Together and Others Don’t, stated that “Customers will never

love a company until the employees love it first.”

5
 Research Methodology

3.1 Research Design

To investigate employee engagement and conflict management in Phnom Penh's MSMEs, this

research will employ a quantitative approach. Due to resource constraints, a convenience

sampling approach will be used, where readily accessible employees who work in MSME

companies will be asked to fill in the online survey. The data analysis will be conducted using

Excel. Descriptive statistics will be used to summarize employee engagement scores and the

frequency of conflict occurrences. Additionally, a correlation analysis will be employed to

explore potential relationships between employee engagement and perceptions of conflict

management effectiveness.

3.2 Questionnaire Design and Data Collection

The questionnaire for this study consisted of 32 items in 3 main sections. 18 items for the

employee engagement section were adopted from survey sample items designed by

(DecisionWise). Items were measured by using a 5-point Likert scale (1=Strongly Disagree,

5=Strongly Agree). 9 items for conflict resolution were adopted from the report published by

(CIPD, 2020), there are 8 multiple choices questions, and one was asked to select agree or

disagree. A Google Form will be the primary data collection tool. Employees who work in MSME

companies will be asked to fill in the survey. A total of 11 responses were returned.

6
 Data Analysis and Conclusion

4.1 Characteristics of Respondents

Demographic of respondents

Table 1. Respondents’ age and sex

21 to 25 years old 26 to 30 years old Grand Total

Female 5 3 8 (73%)

Male 2 1 3 (27%)

Grand Total 7 (64%) 4 (36%) 11 (100%)

Among 11 respondents, 08 respondents are females and 03 are males. 64% of respondents are

between 21 to 25 years old, and 36% are between 26 to 30 years old.

Professional Status

Work Status Type of the company/organization

Full-time Micro and Small Enterprise (1 - 9

employees)
Part-time
Medium Enterprise (10 - 99 em-
ployees)

11 11

Figure 1. Work status Figure 2. Type of the company/organization

Duration of Service

13 months to 24 months (2 years)

3
4
25 months to 36 months (3 years)

37 months to 48 months (4 years)

1
Less than 12 months (less than 1 year)
3

Figure 3. Duration of service

7
All 11 respondents are employed full-time. Regarding the type of company or organization, all

participants are from medium enterprises, defined as those employing between 10 to 99

employees. The duration of service among employees varies, with 4 employees having served

between 13 to 24 months, 3 employees each in the ranges of 25 to 36 months and 37 to 48

months, and only 1 employee with less than 12 months of service.

4.2 Result of Employee Engagement Survey

Figure 4 below represents the results of an employee engagement survey with 18 statements

related to various aspects of the work environment, supervisor relationships, team dynamics,

and organizational values. Each item was evaluated on a scale ranging from 'Strongly agree' to

'Strongly disagree'. A significant number of employees expressed satisfaction with the

resources available to them, as indicated by the overwhelming agreement with the statement,

“I have the tools and resources I need to do my job well.” This is a positive indicator that the

organization is adequately equipped to support its workforce.

The statement, “Most days, I feel like I am making progress on important work projects or

initiatives,” gathered strong agreement from the majority. This suggests that employees

generally feel productive and valued in their roles. However, when it comes to recognition, the

responses were more varied. While many employees agreed that their efforts are regularly

recognized by their supervisors, a notable proportion remained neutral or disagreed,

highlighting a potential area for improvement in supervisory acknowledgment. Most

respondents agree positively with the fairness and respect shown by supervisors. This is

reinforced by the agreement with the statement, “My supervisor creates a positive and

energizing workplace.” Despite this, ongoing feedback from supervisors received mixed

reviews, indicating that while some employees feel adequately supported, others do not

receive sufficient performance-related feedback.

8
 Employee Engagement

0 1 2 3 4 5 6 7 8 9
3
4
1. I have the tools and resources I need to do my job well. 2
2

2. Most days, I feel like I am making progress on important work 7

1
projects or initiatives. 3

6
3. My work is valued by this organization. 4
1

6
4. My supervisor regularly recognizes my efforts and contributions. 5

3
5
5. My supervisor treats people with fairness and respect. 3

3
3
6. My supervisor creates a positive and energizing workplace. 4
1
2
4
7. My supervisor gives me ongoing feedback about my performance. 4
1
2
5
8. The people I work with take accountability for results. 2
2
1
7
9. The people I work with treat me with respect. 2
1
3
5
10. The people on my team collaborate and help each other. 2
1
2
7
11. We listen to and value each others' thoughts and opinions. 1
1
3
7
12. As a team, we help each other improve.
1

13. The vision and goals of this organization are important to me 1

6
4
personally.

14. I am satisfied with the opportunities for my own professional 1

6
2
growth in this organization. 2
3
4
15. I am confident that this organization has a successful future. 4

16. This organization values employee input, feedback, and sugges- 3

4
3
tions. 1
1
7
17. This organization cares about employees. 3

1
8
18. I would recommend this organization as a great place to work. 1
1

Strongly disagree Disagree Neutral Agree Strongly agree

Figure 4. Result of employee engagement

9
Team dynamics also received favorable responses. Employees largely agreed that their

colleagues take accountability for results and treat each other with respect. Collaboration and

mutual support within teams were positively noted, reflecting a healthy team environment.

However, there was a slightly less enthusiastic response to the statement about listening to

and valuing each other's opinions, suggesting room for enhancing communication within

teams.

In terms of professional growth, the responses were mixed. Although many employees

expressed satisfaction with their growth opportunities, a significant number were neutral or

dissatisfied. Its responses to whether the organization values employee input, feedback, and

suggestions, reveal that some employees feel their contributions are undervalued.

Confidence in the organization's future and its vision was significant, with many employees

agreeing that the organization's goals are important to them. The overall care and concern for

employees by the organization received mixed feedback, indicating that while some employees

feel cared for, others do not share this value. Many agree, but a notable number are neutral or

disagree to the statement “This organization cares about employees.” The majority strongly

agree that they would recommend their organization as a great place to work. The survey results

present a generally positive picture of employee engagement within the organization.

10
4.3 Result of Conflict Management Survey

Status of Conflict
4.5
4
4

3.5
3 3
3

2.5

1.5
1
1

0.5
0
0
Strongly agree Agree Neutral Disagree Strongly disagree

Conflict in my workplace is a common occurrence.

Figure 5. Status of conflict

Which ONE person from the list below have you expe-
rienced the most serious problem?

Colleague elsewhere in the organization 2

Colleague in my (own) team 1

Customer or client 2

My line manager or supervisor 2

Never had any serious conflict with them 1

Someone who my line manager reports to 1

None 2

0 0.5 1 1.5 2 2.5

Figure 6. Experience of conflict an employee encountered

11
 What issues did the most serious incident of conflict
focus on?

Agreeing deliverables or setting targets 2

Contracts of employment/terms and conditions 1

Differences in personality styles or working 4

Individual competence or performance 1

Level of support or resources 2

None 1

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5

Figure 7. Issues that most serious incidents of conflict focus on

What kind of behavior arises from conflict?

N/A 2
Harassment 1
Verbal abuse or insult 2
The disagreement 1
Shouting or heated arguments 1
Refusal to work together or co-operate 3
Physical threat 1
Physical assault 1
Lack of respect 3
Intimidation 1
Bullying 1
0 0.5 1 1.5 2 2.5 3 3.5

Figure 8. Behaviors arise from conflict

12
 What are the impacts of conflict?
Unworkable relationships 5
Stress 5
Sickness absence 2
Resigned from the job 3
Not applicable – it had no impact. 1
Legal dispute 1
Formal disciplinary 1
Dismissal 1
Depression 4
Changed job roles 3
Anxiety 4
A loss of self-confidence 5
A drop in productivity 4
A drop in motivation or commitment 5
0 1 2 3 4 5 6

Figure 9. The impact of conflict

Do you agree, or disagree, that managers in your orga-

nization
Would feel uncomfortable discussing personal issues with their 6
team 5
Would immediately challenge another manager if they made a 5
discriminatory remark 6

Understand the legal framework for harassment 2

9
Are confident about using informal approaches like mediation to 3
resolve conflict 8

Understand what kind of behavior constitutes bullying 2

9
Understand the organization’s formal procedures for discipline and 1
grievance 10

Would nip in the bud any conflict between people in a team 3

8
0 2 4 6 8 10 12

Disagree Agree

Figure 10. Perception of managers

13
 Barriers experienced by organizations in managing con-
flict
6
Lack of trust by employees in senior management 5
5
Lack of clear policies and procedures to deal with 5
4
Lack of resources (staff/budget/time) 4
3
A culture that isn’t focused on dignity and respect 3
2
Inadequate training and guidance for managers 2
2
inappropriate behavior 1
1
Employee complaints 1
0 1 2 3 4 5 6 7

Figure 11. Barriers experienced by organizations in managing conflict

Methods of dealing with workplace issues used in the

last 12 months

Training line managers in handling 'di cult conversations' or managing conflict 9

Disciplinary action 5

Settlement agreement 4

Internal mediation by trained member of staff 4

Facilitated discussion/trouble-shooting by HR department 4

External mediation 4

Early neutral evaluation (an independent third party examines the strengths/weaknesses of the case and provides an objective assessment of the likely outcome) 4

Grievance procedure 3

Acas early conciliation (the process conducted before going to the Employment Tribunal) 3

Arbitration by an independent third party (where an independent third party imposes a solution) 2

They did nothing 1

0 1 2 3 4 5 6 7 8 9 10

Figure 12. Methods of dealing with workplace issues used in the last 12 months

14
Conflict appears to be a common occurrence in the workplace, with varied responses: 1

respondent strongly agreed, 4 agreed, 3 were neutral, and 3 disagreed that conflict is common.

When identifying the most serious conflict, the respondents were evenly split among several

sources: colleagues elsewhere in the organization, their team, customers or clients, and line

managers or supervisors. A few had never experienced serious conflict, highlighting diverse

conflict sources within the organization.

The most serious incidents of conflict typically focused on personality differences (4

respondents), deliverables or target setting (2 respondents), and individual competence or

performance (1 respondent). Issues related to employment contracts, level of support, and

resources were less frequently mentioned.

Behaviors resulting from conflicts include a lack of respect (3 respondents), refusal to

cooperate (3 respondents), verbal abuse or insults (2 respondents), bullying, intimidation,

physical assault, and harassment each had at least one mention. This variety of behaviors

underscores the complex nature of conflicts within the workplace.

The impact of conflict is significant, with respondents reporting drops in motivation and

commitment (5 respondents), productivity (4 respondents), self-confidence (5 respondents),

and instances of anxiety (4 respondents), depression (4 respondents), stress (5 respondents),

and unworkable relationships (5 respondents). Some reported resignation, dismissal, formal

disciplinary action, and legal disputes.

Regarding managerial competence in handling conflicts, most respondents agree that

managers understand formal procedures for discipline and grievance (10 respondents),

recognize bullying behavior (9 respondents), and understand the legal framework for

harassment (9 respondents). However, fewer agree that managers are confident using informal

approaches like mediation (8 respondents) or would challenge discriminatory remarks (6

15
respondents). There is significant discomfort among managers in discussing personal issues

with their team (5 respondents).

The top barriers experienced by organizations in managing conflict include entrenched

attitudes among the workforce, inadequate HR guidance, insufficient training for managers, a

lack of trust in line management, and poor working relationships generally. Other noted barriers

include inadequate resources and unclear policies and procedures.

In the past 12 months, the methods used to deal with workplace issues included doing nothing

(1 respondent), arbitration by an independent third party (2 respondents), grievance procedures

(3 respondents), early neutral evaluation (4 respondents), various forms of mediation (internal

and external), facilitated discussions by HR, settlement agreements, and disciplinary actions.

Training for line managers in handling difficult conversations was specially practiced.

4.4 Conclusion
The research on employee engagement and conflict management within MSMEs in Phnom

Penh reveals a multifaceted view where both positive aspects and challenges coexist.

Employee engagement results present a generally positive picture of employee engagement

within the organization. Employees feel well-equipped and productive, enjoy good team

dynamics, and believe in the organization's vision. However, areas such as supervisor

feedback, recognition, and professional growth opportunities need attention to enhance overall

employee satisfaction and engagement. Addressing these areas could further strengthen the

organization's commitment to its workforce and foster a more inclusive and supportive work

environment. The results of the conflict management survey highlight the nature of workplace

conflicts, the significant impacts on employees, the perceptions of managerial effectiveness,

and the numerous barriers faced by organizations in managing conflicts effectively. Addressing

these areas is essential for MSMEs in Phnom Penh to thrive and support their employees' well-

16
being and productivity through improved training, clearer policies, and fostering a culture of

respect and open communication could help mitigate conflict and its adverse effects.

Bibliography

Asif, M., Khan, M. A., & Pasha, M. A. (2019). Psychological Capital of Employees’ Engagement:
Moderating Impact of Conflict Management in the Financial Sector of Pakistan. Global
Social Sciences Review (GSSR), 115 – 123. doi:10.31703/gssr.2019(IV-III).15
Bonifacio, R. (2014, March). The Ultimate Guide to the Open Door Policy in the Workplace.
Retrieved from Shiftbase: https://www.shiftbase.com/blog/open-door-policy-in-the-
workplace
CIPD. (2020). Managing conflict in the modern workplace. CIPD. Retrieved from
https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/
managing-conflict-in-the-workplace-2_tcm18-70655.pdf
CIPD. (2023, June). Employee engagement and motivation. Retrieved from CIPD:
https://www.cipd.org/en/knowledge/factsheets/engagement-factsheet/#what-is-
employee-engagement
CPP. (2008). Workplace conflict and how businesses can harness it to thrive. CPP, Inc.
Retrieved from https://img.en25.com/Web/CPP/Conflict_report.pdf
DecisionWise. (n.d.). Employee Engagement Survey. Retrieved from https://decision-
wise.com/wp-content/uploads/2022/08/EE-Sample-Survey-DecisionWise.pdf
Gray, K. (2010, June). Look Inside 'Open-Door' Policies. Retrieved from SHRM:
https://www.shrm.org/topics-tools/news/employee-relations/look-inside-open-door-
policies
Harter, J. (2023, January). U.S. Employee Engagement Needs a Rebound in 2023. Retrieved from
GALLUP: https://www.gallup.com/workplace/468233/employee-engagement-needs-
rebound-2023.aspx
Kruse, K. (2012, June). What Is Employee Engagement. Retrieved from Forbes:
https://www.forbes.com/sites/kevinkruse/2012/06/22/employee-engagement-what-
and-why/?sh=228eade17f37
Lindner, J. (2024, April). Must-Know Workplace Conflict Statistics [Current Data]. Retrieved from
Gitnux: https://gitnux.org/workplace-conflict-statistics/
Parsons, L. (2022, November). How to Engage a Disengaged Employee. Retrieved from Harvard
Division of Continuing Education: https://professional.dce.harvard.edu/blog/how-to-
engage-a-disengaged-employee/#:~:text=Disengaged%20employees%20tend%20to
%20not,the%20organization%20reach%20its%20goals.
Quast, L. (2013, October). New Managers: 4 Reasons You Need An 'Open Door' Policy.
Retrieved from Forbes: https://www.forbes.com/sites/lisaquast/2013/10/07/new-
managers-4-reasons-you-need-an-open-door-policy/?sh=a2e6b927cde3
Soieb, A. Z., Othman, J., & D’Silva, J. L. (2013). The Effects of Perceived Leadership Styles and
Organizational Citizenship Behaviour on Employee Engagement: The Mediating Role of
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doi:10.5539/ijbm.v8n8p91

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 Appendices

Questionnaire
LINK to SURVEY: https://forms.gle/JU4pEswXrYzYVFx88

Thank you for your interest in completing this survey. This questionnaire aims to gather

employees’ insights into their engagement and conflict within the workplace. All your

information will be kept confidential. Any Personally Identifiable Information (PII) will not be

displayed in the findings. This survey is expected to take you less than 15 minutes to complete.

Section 1: Employee Engagement (Source: DecisionWise Employee Engagement Survey)

Level of Agreement
1= Strongly Disagree

3= Neither Agree nor

4 = Somewhat Agree

5= Strongly Agree
Please provide an answer that is consistent with 2= Somewhat
your experience Disagree

Disagree

1. I have the tools and resources I need to do my

job well.
2. Most days, I feel like I am making progress on
important work projects or initiatives.
3. My work is valued by this organization.
4. My supervisor regularly recognizes my efforts
and contributions.
5. My supervisor treats people with fairness and
respect.
6. My supervisor creates a positive and energizing
workplace.
7. My supervisor gives me ongoing feedback about
my performance.
8. The people I work with take accountability for
results.
9. The people I work with treat me with respect.
10. The people on my team collaborate and help
each other.
11. We listen to and value each others' thoughts
and opinions.
12. As a team, we help each other improve.
13. The vision and goals of this organization are
important to me personally.

18
 Level of Agreement

1= Strongly Disagree

3= Neither Agree nor

4 = Somewhat Agree

5= Strongly Agree
Please provide an answer that is consistent with

2= Somewhat
your experience

Disagree

Disagree
14. I am satisfied with the opportunities for my
own professional growth in this organization.
15. I am confident that this organization has a
successful future.
16. This organization values employee input,
feedback, and suggestions.
17. This organization cares about employees.
18. I would recommend this organization as a
great place to work.

Section 2 : Conflict Resolution (Source: CIPD Managing conflict in the modern workplace)

19. Conflict in my workplace is a common occurrence.

◻ Agree

◻ Neither agree nor disagree

◻ Strongly agree

◻ Disagree

◻ Strongly disagree

20. Which ONE person from the list below have you experienced the most serious problem?

◻ My line manager or supervisor

◻ Colleague in my (own) team

◻ Colleague elsewhere in the organization

◻ Customer or client

◻ Someone who my line manager reports to

19
 ◻ Member of the public (while at work)

◻ Direct report (someone who I line manage/supervise)

◻ Indirect report (someone working in the function, department, or organization that I lead

but don’t manage personally)

◻ Colleague in another organization

◻ Supplier

◻ Partner organization

◻ Other

21. What issues did the most serious incident of conflict focus on?

◻ Differences in personality styles or working

◻ Individual competence or performance

◻ Level of support or resources

◻ Agreeing deliverables or setting targets

◻ Contracts of employment/terms and conditions

◻ Absence or absence management

◻ Promotion

◻ Other

22. What kind of behavior arises from conflict?

◻ Lack of respect

◻ Bullying, intimidation, or harassment

◻ Refusal to work together or co-operate

20
 ◻ Shouting or heated arguments

◻ Verbal abuse or insult

◻ Physical threat

◻ Physical assault

◻ Other

23. What are the impacts of conflict?

◻ Stress

◻ A drop in motivation or commitment

◻ Anxiety

◻ A loss of self-confidence

◻ Depression

◻ Unworkable relationships

◻ A drop in productivity

◻ Sickness absence

◻ Changed job roles

◻ Resigned from the job

◻ Formal disciplinary

◻ Legal dispute

◻ Dismissal

◻ Not applicable – it had no impact

◻ Other

21
24. Do you agree, or disagree, that managers in your organization

Please provide an answer that is consistent with your experience Agree Disagree
1. Would nip in the bud any conflict between people in a team
2. Understand the organization’s formal procedures for discipline
and grievance
3. Understand what kind of behavior constitutes bullying
4. Are confident about using informal approaches like mediation
to resolve conflict
5. Understand the legal framework for harassment
6. Would immediately challenge another manager if they made a
discriminatory remark
7. Would feel uncomfortable discussing personal issues with
their team

25. Top five barriers experienced by organizations in managing conflict

◻ Lack of trust by employees in senior management

◻ Lack of leadership and role-modelling by

◻ senior management

◻ Managers don’t have the confidence to challenge

◻ inappropriate behavior

◻ Entrenched attitudes among the workforce

◻ Lack of trust by employees in line management

◻ Inadequate guidance from HR

◻ Lack of resources (staff/budget/time)

◻ Lack of understanding by employees about what is

◻ bullying/harassment

◻ A culture that isn’t focused on dignity and respect

◻ Inadequate training and guidance for managers

◻ Poor working relationships generally in the organization

22
 ◻ Lack of clear policies and procedures to deal with

◻ Employee complaints

◻ Other

26. Methods of dealing with workplace issues used in the last 12 months

◻ Disciplinary action

◻ Grievance procedure

◻ Training line managers in handling 'di cult conversations' or managing conflict

◻ Facilitated discussion/trouble-shooting by HR department

◻ Internal mediation by trained member of staff

◻ Settlement agreement

◻ Acas early conciliation (the process conducted before going to the Employment

Tribunal)

◻ External mediation

◻ Arbitration by an independent third party (where an independent third party imposes a

solution)

◻ Early neutral evaluation (an independent third party examines the

strengths/weaknesses of the case and provides an objective assessment of the likely

outcome)

◻ Other

27. Lastly, what would be your suggestions to better resolve conflict in your organization?

Section 3: Personal Information

28. Please select the type of the company/organization you are working for:

◻ Micro and Small Enterprise (1 - 9 employees)

◻ Medium Enterprise (10 - 99 employees)

23
29. Please select your gender

◻ Male

◻ Female

30. Please select your age range.

◻ Under 20 years old

◻ 21 to 25 years old

◻ 26 to 30 years old

◻ 31 to 35 years old

◻ 36 above

31. Please select you position:

◻ Full-time employee

◻ Part-time employee

◻ Intern/Trainee

32. Duration of service:

◻ Less than 12 months (less than 1 year)

◻ 13 months to 24 months (2 years)

◻ 25 months to 36 months (3 years)

◻ 37 months to 48 months (4 years)

◻ 49 months to 60 months (5 years)

◻ 61 months above (more than 5 years)

24