The document discusses an ADR plan for resolving workplace conflicts at XXX pharmaceutical company. It provides an overview of XXX, including that it has approximately 285 employees and a union presence. It examines XXX's current dispute resolution policies and procedures, finding that it encourages internal resolution and binding arbitration if needed. It interviews the HR director, who details the internal resolution process and goals of preventing conflicts and resolving them quickly. It provides recommendations to increase transparency of the process and establish clearer guidelines for handling complaints and investigations.
Managing team and organizational conflictMasum Hussain
In our culture, we reflexively tend to think of the term “conflict” in the negative. When we discuss conflict in the business world, we speak of it (often unwittingly) as a diminishing force on productivity, an ill that only compounds the difficulties of a job, and an element that needs expunging if companies are to achieve their goals. Normally seen as the byproduct of a “squeaky wheel” rather than a natural derivative of business itself, conflict is a force that causes short-term anxieties, and many view “fixing” ongoing conflict as synonymous with “eliminating” it.It is commonplace for organizations today to work in teams. Whether they be leader-driven teams or self-directed teams; the hope is that productivity, creativity, and results will be greater in a team environment. While this is a proven approach, any time you bring together people from differing backgrounds and experiences, it is inevitable that conflict will occur.
Every organization encounters conflicts on a daily basis. The conflicts cannot be avoided, but it is possible to manage them in a way that we recognize them on time. It is necessary to continuously track the organizational signals which point to their existence. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. By this paper we want to brighten the meaning of conflict on the organization, the conflict process and possible conflict management styles. We will show the relationship between the level of conflict and the impact on the organizational performance.
Workplace Conflict & Strategies for ManagementJharna Jagtiani
Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
Presentation on workplace conflict covering
- What is “problem” conflict?
- The inevitability of conflict within workplace teams
- The 5 Recognized approaches to dealing with conflict
- What are your usual Conflict Styles?
- Tips and strategies to reduce conflict
- When to bring in a Mediator
- Recap
Managing team and organizational conflictMasum Hussain
In our culture, we reflexively tend to think of the term “conflict” in the negative. When we discuss conflict in the business world, we speak of it (often unwittingly) as a diminishing force on productivity, an ill that only compounds the difficulties of a job, and an element that needs expunging if companies are to achieve their goals. Normally seen as the byproduct of a “squeaky wheel” rather than a natural derivative of business itself, conflict is a force that causes short-term anxieties, and many view “fixing” ongoing conflict as synonymous with “eliminating” it.It is commonplace for organizations today to work in teams. Whether they be leader-driven teams or self-directed teams; the hope is that productivity, creativity, and results will be greater in a team environment. While this is a proven approach, any time you bring together people from differing backgrounds and experiences, it is inevitable that conflict will occur.
Every organization encounters conflicts on a daily basis. The conflicts cannot be avoided, but it is possible to manage them in a way that we recognize them on time. It is necessary to continuously track the organizational signals which point to their existence. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. By this paper we want to brighten the meaning of conflict on the organization, the conflict process and possible conflict management styles. We will show the relationship between the level of conflict and the impact on the organizational performance.
Workplace Conflict & Strategies for ManagementJharna Jagtiani
Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
Presentation on workplace conflict covering
- What is “problem” conflict?
- The inevitability of conflict within workplace teams
- The 5 Recognized approaches to dealing with conflict
- What are your usual Conflict Styles?
- Tips and strategies to reduce conflict
- When to bring in a Mediator
- Recap
A one day seminar slides- free-Workplace conflict ManagementE J Sarma
If you like it please say so here and buy the e book and read my new new book on employee rewards-The invisible hand-how to reward employees without killing the motivation of others----- in amazon.in
Every one faces conflict in day to day life especially at workplace.
Here is complete training program to understand, strategize and face the conflict challenges,This seminar was given 8/10 excellent, rating by 85% of participants
Conflict management, conflict resolution training, conflict management coursesBryan Len
Lessening conflict in the work environment can improve worker profitability, increment representative inspiration and faithfulness, and diminish pressure and non-appearance.
The point of conflict management is to improve learning and gathering results, remembering adequacy or execution for an authoritative setting.
WHY CONFLICT MANAGEMENT IS ESSENTIAL ?
In Conflict Management Training, members become familiar with the reasons for conflict and how to forestall issues before they raise.
You will likewise learn pressure management methods, and how to become more mindful of conflict and its impact on the work environment. This thusly can enable your staff to concentrate on profitability as you improve your relational and relational abilities in the workplace.
LEARN ABOUT :
Characterize sorts of conflict and their causes.
Examine and execute the conflict goal process.
Distinguish conflicts and how to forestall an issue before it heightens.
Create interchanges aptitudes and strategies.
Execute pressure management procedures.
COURSE TOPICS :
Review of Conflict Management
Results of Conflict
Positive Results for the Group
Negative Results
Conflict Outcomes
Feelings in Conflicts
Administrators of Conflict Resolution
Conflict Resolution Process
Conflict Reduction
Exchange
Workshop
Want to learn more ?
Visit tonex.com for conflict management training, course and workshop detail
https://www.tonex.com/training-courses/conflict-management-training/
Conflict is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect ,something that the first party cares about.
This is a presentation about a topic in Human resource management- Conflict management. It gives a detailed insight into what is conflict and conflict management. Conflict management styles, measures and conflict management in workplace is also explained.
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
A one day seminar slides- free-Workplace conflict ManagementE J Sarma
If you like it please say so here and buy the e book and read my new new book on employee rewards-The invisible hand-how to reward employees without killing the motivation of others----- in amazon.in
Every one faces conflict in day to day life especially at workplace.
Here is complete training program to understand, strategize and face the conflict challenges,This seminar was given 8/10 excellent, rating by 85% of participants
Conflict management, conflict resolution training, conflict management coursesBryan Len
Lessening conflict in the work environment can improve worker profitability, increment representative inspiration and faithfulness, and diminish pressure and non-appearance.
The point of conflict management is to improve learning and gathering results, remembering adequacy or execution for an authoritative setting.
WHY CONFLICT MANAGEMENT IS ESSENTIAL ?
In Conflict Management Training, members become familiar with the reasons for conflict and how to forestall issues before they raise.
You will likewise learn pressure management methods, and how to become more mindful of conflict and its impact on the work environment. This thusly can enable your staff to concentrate on profitability as you improve your relational and relational abilities in the workplace.
LEARN ABOUT :
Characterize sorts of conflict and their causes.
Examine and execute the conflict goal process.
Distinguish conflicts and how to forestall an issue before it heightens.
Create interchanges aptitudes and strategies.
Execute pressure management procedures.
COURSE TOPICS :
Review of Conflict Management
Results of Conflict
Positive Results for the Group
Negative Results
Conflict Outcomes
Feelings in Conflicts
Administrators of Conflict Resolution
Conflict Resolution Process
Conflict Reduction
Exchange
Workshop
Want to learn more ?
Visit tonex.com for conflict management training, course and workshop detail
https://www.tonex.com/training-courses/conflict-management-training/
Conflict is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect ,something that the first party cares about.
This is a presentation about a topic in Human resource management- Conflict management. It gives a detailed insight into what is conflict and conflict management. Conflict management styles, measures and conflict management in workplace is also explained.
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
A short informatic about resolving conflict in the nursing profession. Pertinent for new nurses and older nurses, as well as other healthcare professionals.
managing conflict in organization;A case study on Maruti Suzuki Ltd.Chaitrali Gijare
conflict management in an organisation. the presentation is about how conflict occurs and how one individual or whole organisation can resolve the conflict
Requirements and Questions.docxBSBWRK520 – Manage Employee.docxheunice
Requirements and Questions.docx
BSBWRK520 – Manage Employee Relations
Font: Times New Roman
Size: 12
Spacing: 1.0
7 APA Style reference and In-text citation
Note: All the answers in these questions are in the “Guides.pdf” but you need to find your own answer. Explain, evaluate and criticise ideas. Please read it!
1. Develop and deliver training to individuals in conflict-management techniques and procedures. (114 words)
2. Identify sources of conflict or grievance according to legal requirements, and where possible, alleviate or eliminate them. (112 words)
3. Clarify issues in dispute by evaluating documentation and other information sources. (112 words)
4. If required, obtain expert or specialist advice and/or refer to precedents. (112 words)
5. Determine and document the desired outcomes, strategy and timeframes for the negotiation. (112 words)
6. In negotiation, advocate the organisation’s position to obtain agreement. (114 words)
7. Certify, the agreed outcomes with the relevant jurisdiction. (112 words)
8. Follow up on the agreements, and where groups or individuals fall to abide by the agreements, take remedial action. (112 words)
Guides.pdf
Developed by Enhance Your Future Pty Ltd 49
BSBWRK520 - Manage employee relations
Develop and deliver training to individuals in
conflict-management techniques and procedures
Conflict management is the process of breaking down the conflict in a way that identifies the
issues, proposes opportunities for negotiation and results in positive action. It is not, however,
about winning or getting everything that you want nor is about standing your ground.
Whilst we would all love to avoid conflict, Australian workplaces generally look at conflict as
being a part of a diverse workforce with differing views, cultural needs and other forms of
diversity. Instead of focusing on the elimination we look, instead, at controlling it reducing the
reasons for conflict and improving our response with the right policies, procedures, strategies,
plans., communication methods and frequency, skills and knowledge and more.
There are three types of conflict management that are used in businesses, and this generally
represents the key levels of procedural planning – the first being internal, the second being
assisted internal and the third being assisted external. The fastest for everyone is the internal
unassisted procedure where the employee initiates action with their line manager and works,
using a system of policies and procedures, to resolve the issue with the appropriate staff. The
most expensive, time-consuming, slowest and least beneficial is an external assisted resolution
where the employee takes their complaint to another body for arbitration through legal
proceedings.
Because everyone wants to avoid arbitration, it is helpful to have a number of internal conflict
resolution mechanisms and good relationships with assistive services, unions.
Requirements and Questions.docxBSBWRK520 – Manage Employee.docxaudeleypearl
Requirements and Questions.docx
BSBWRK520 – Manage Employee Relations
Font: Times New Roman
Size: 12
Spacing: 1.0
7 APA Style reference and In-text citation
Note: All the answers in these questions are in the “Guides.pdf” but you need to find your own answer. Explain, evaluate and criticise ideas. Please read it!
1. Develop and deliver training to individuals in conflict-management techniques and procedures. (114 words)
2. Identify sources of conflict or grievance according to legal requirements, and where possible, alleviate or eliminate them. (112 words)
3. Clarify issues in dispute by evaluating documentation and other information sources. (112 words)
4. If required, obtain expert or specialist advice and/or refer to precedents. (112 words)
5. Determine and document the desired outcomes, strategy and timeframes for the negotiation. (112 words)
6. In negotiation, advocate the organisation’s position to obtain agreement. (114 words)
7. Certify, the agreed outcomes with the relevant jurisdiction. (112 words)
8. Follow up on the agreements, and where groups or individuals fall to abide by the agreements, take remedial action. (112 words)
Guides.pdf
Developed by Enhance Your Future Pty Ltd 49
BSBWRK520 - Manage employee relations
Develop and deliver training to individuals in
conflict-management techniques and procedures
Conflict management is the process of breaking down the conflict in a way that identifies the
issues, proposes opportunities for negotiation and results in positive action. It is not, however,
about winning or getting everything that you want nor is about standing your ground.
Whilst we would all love to avoid conflict, Australian workplaces generally look at conflict as
being a part of a diverse workforce with differing views, cultural needs and other forms of
diversity. Instead of focusing on the elimination we look, instead, at controlling it reducing the
reasons for conflict and improving our response with the right policies, procedures, strategies,
plans., communication methods and frequency, skills and knowledge and more.
There are three types of conflict management that are used in businesses, and this generally
represents the key levels of procedural planning – the first being internal, the second being
assisted internal and the third being assisted external. The fastest for everyone is the internal
unassisted procedure where the employee initiates action with their line manager and works,
using a system of policies and procedures, to resolve the issue with the appropriate staff. The
most expensive, time-consuming, slowest and least beneficial is an external assisted resolution
where the employee takes their complaint to another body for arbitration through legal
proceedings.
Because everyone wants to avoid arbitration, it is helpful to have a number of internal conflict
resolution mechanisms and good relationships with assistive services, unions ...
The Ultimate Guide to Effective HR Complaint Managementhrjeecom
Effective HR complaint management is vital for several reasons. It ensures that employees feel heard and valued, which can significantly impact morale and productivity. Additionally, it helps maintain legal compliance, protecting the organization from potential lawsuits and reputational damage. Addressing complaints promptly and effectively also fosters a positive work environment, reducing turnover and enhancing overall employee satisfaction.
Visit us : https://hrjee.com/
Most workplaces would benefit from putting mediation skills into practice from time to time. Sometimes this can be handled internally and other times, you may need professional backup. This presentation outlines the causes of conflict, how you can prevent it, and how to deal with it should it arise.
Presentation by Jill Cuthbert, Senior Employee Relations Specialist, Citi (formerly Citibank) at CMP's 'Aiming for excellence' conference, 5 December 2008, London.
Pg. 04Question Four Assignment 1Deadline Day 21.docxmattjtoni51554
Pg. 04
Question Four
Assignment 1
Deadline: Day 21/10/2017 @ 23:59
[Total Mark for this Assignment is 5]
Decision support systems
IT 445
College of Computing and Informatics
Question One
1 Mark
Learning Outcome(s):
Instructors: State the Learning Outcome(s) that match this question
Explain how decision style can effect on the decision makers think and react to a problem?
Question Two
2 Marks
Learning Outcome(s):
Instructors: State the Learning Outcome(s) that match this question
Explain of closed-loop Cycle business performance management methodology and its four processes in detail.Question Three
1 Mark
Learning Outcome(s):
Instructors: State the Learning Outcome(s) that match this question
What are the major categories that classified the managers’ roles? Explain the following roles and match them with their categories (Negotiator, Leader, Spokesperson, and Entrepreneur)?
Question Four
1 Mark
Learning Outcome(s):
Instructors: State the Learning Outcome(s) that match this question
Explain and draw the architecture of web-based data warehousing.
What are ethics?
Ethics is a cumulative effort to understand and to control individualism (or existentialism).
Necessary to control this self-regarding human characteristic to live peacefully as an extended group of people.
Ethical behaviour =balance between self-interest and group responsibility.
It is largely a learned skill, rather than an instinct.
Ethics = informal guide to professional decision-making with clear moral guidelines.
The Concept of Engineering Ethics
Ethics is a study of morality in practice
Ethics is given relevance as the application of moral values, particularly in a professional capacity.
2
Ethics =provision of a value system
Very often a guide to proper conduct in society/ work place, rather than imposition of a set of rules like the Road Code
It enables professionals to be influenced and guided in their decision making
Ethical guidelines can very often be informative and descriptive, rather than authoritarian and prescriptive
Values, Etiquette, Morals and Ethics
Values: Your own subjective principles including worth and desirability
Etiquette: Considered good mannered and polite
Morality: Applying a set of morally correct/ honourable set of rules/ principles to situation
Morality = generally accepted standards of right and wrong in a society
Ethics = study of moral decision-making
Used when referring to professional behaviour
Can appear in a code of professional ethics
In New Zealand
A code of engineering ethics is published by IPENZ, which is the professional body, representing professional engineers from all disciplines in New Zealand.
The ethical objectives of the institution are to develop and promote ethical engineering practices benefiting the wider community.
Which is particularly appropriate for engineers, and which is published for the information of the public.
These ethical values .
Grievance procedure is a formal communication between an employee and the management designed for the settlement of a grievance. The grievance procedures differ from organization to organization.
2. Conflict In The Workplace
An ADR Plan For DPT
Can Be Ugly and Disturbing
3. Conflict In The Workplace
Can Take Many Forms
Bullying
DisagreementsSexual Harassment
Poor Performance
Can Take Many Forms
4. Can Be Costly
Conflict if Not Resolved
Turnover
Preventable Terminations
Lawsuits and Arbitration
Lost Productivity
5. Who is XXX?
Founded in 1938 in XXX
Currently owned by XXXXX
Pharmaceutical contract development and manufacturing
organizations (CDMO)
Focus mainly on sterile/non-sterile liquid and semi-solids
HQ in XXX
Manufacturing facility in XXX, NJ
Approximately 285 employees
Union employees present
Organization structure
Brief summary of the company
6. Scope of Project
Objective: Focus on disputes and workplace
related claims
Resources:
• DPT’s written corporate policy and procedure manual
• Director of HR, XXX
Goal: Assess depth and effectiveness of corporate
policies in place for dispute resolution
7. Initial Findings
of XXX s Dispute Resolution and Arbitration Polices
XXX encourages employees to resolve, with internal
dispute resolution procedures, any dispute or
controversy which may arise
If the internal dispute resolution procedures do not work,
any claim/dispute will be resolved solely through a
neutral/binding arbitration process
Policy does not cover claims for Workers’ Comp,
unemployment comp, or temporary disability benefits,
which are not subject to arbitration
8. Questionnaire
Interview with Director of HR – XXX
1. What is the XXX internal resolution process? Are there
any written documents of this process in place?
2. What are the company’s procedures to make such a
process transparent to employees?
3. What are the goals/objectives of this process? –
Prevention? Management? Resolution?
4. What is the flow/structure of the procedures? Can you
use an example, such as if an employee has a dispute
over the performance review with his/her manager, to
explain?
5. What is the process for compensation/benefit related
dispute?
9. Questionnaire (cont’d)
Interview with Director of HR – XXX
6. What is the time for resolving issues? (Urgently?)
7. What is the privacy policy related to disputes?
8. Are investigations conducted (i.e. interviewing others
to obtain additional information)? If so, what are
some of the steps taken for an effective investigation
or resolution?
9. Are there any common delays obstructing resolution?
10.What are some typical costs associated with dispute
resolution?
11.Are there any safety concerns during or after dispute
resolution?
10. Goals and Objectives
of XXX’s Dispute Resolution Process
Keep disputes to a minimum-preventing potential
conflicts by proactively:
Setting up expectations and being clear about duties of employees in
the workplace
Educating managers and supervisors to increase understanding and
decrease confrontation
Being upfront and professional from the start and creating a professional
working
Providing guidance for resolving internal disputes – employee handbook
Resolve workplace disputes quickly, by:
11. Awareness and Transparency
of XXX’s Dispute Resolution Process
DPT follows the typical way to inform employees of its
dispute resolution policy and process - written policy
in Employee Handbook
Arbitration agreement included with on-hire
paperwork must be signed by employee
Supervisors are trained to handle and mitigate
conflicts between employees under their
supervision
12. Rationale
behind XXX’s Dispute Resolution Process
Cost
Avoiding litigation saves time and money. If lawyers are
involved, legal fees can quickly add up. Cost estimates by DPT
legal team:
• $250k for a typical labor dispute to go to trial
• The need to go through the numerous digital outlets
for discovery (email, phone messages, texts,
computer history, etc.) add another $250k
• If brought to court, DPT could look to pay $500k
13. Rationale (cont’d)
behind XXX’s Dispute Resolution Process
Time
Time for HR to investigate
Time the employees are taken away from their day to day activities
Time for management to investigate or mediate disputes.
XXX does its best to avoid arbitration by offering generous
severance packages and being upfront from the beginning.
14. Flow and Procedures
of XXX’s Dispute Resolution Process
Employee vs. Employee
1. Supervisor should be able to mitigate the situation through
management training. It is a relatively informal process
2. If situation escalates, HR can be brought in to help intervene and
resolve the issue as informally as possible
3. Resolution is achieved when the dispute is no longer present and
employees can either depart the company without further issue
or employee interactions can return to normal
15. Flow and Procedures (cont’d)
of XXX’s Dispute Resolution Process
Employee vs. Manager
Complaint to HR would generate an investigation. HR
will gather story from both the employee and
manager, as well as other employees who may have
relevant information, determine the facts and look
for a solution that will solve the dispute.
HR acts as a mediator to some degree in this
situation.
16. Flow and Procedures (cont’d)
of XXX’s Dispute Resolution Process
Employee vs. XXX
Usually initiated by contact from terminated employee
through a lawyer.
XXX then contacts their legal department and discussions
begin between the two legal teams - some form of
negotiation.
If no terms are agreeable, XXX will typically push for
arbitration as per the arbitration agreement signed at
beginning of employment.
17. Privacy Concerns
No strict privacy policy
Most information during dispute is kept at a need to know basis
If investigation must occur and some matter of discussion must
happen, privacy is rarely guaranteed
In the case that an employee is terminated for under performing
or not following procedures, that situation may actually be used
to demonstrate the severity and importance of following the rules
and procedures (especially if safety related or GMP related)
XXX chooses to arbitrate with its employees as opposed to litigate
also for the benefit of privacy to some degree
18. Investigations
Investigations are conducted in order to ensure the
factual nature of the complaint
Both parties are interviewed separately. Co-workers
and other associates may also be interviewed
HR then takes an objective approach to dissecting the
facts from the stories and determining what actions
must be taken to resolve the dispute and create a
professional working environment
19. Safety Concerns
Most disputes at XXX are managed quickly and are minor in
nature, keeping any threat of violence minimal
However, there is always a concern when terminating
employees some precautions are observed
When terminating an employee, two company
representatives are always present. One will
always be near the door in order to make a
quick exit to get assistance.
20. Summary
XXX is clear with employees on dispute policy from day 1
Focuses on supervisor training to keep disputes minimal
and positive working environment
Address issues immediately
Provides a brief written policy and process on internal
dispute resolution in Employee Handbook
21. Does The Current Process Work?
No disputes have gone to arbitration in last 6 years
Last dispute in arbitration was settled before the arbitrator made any
decision
Roughly 5-10 situations have occurred in the last 6 years, mostly with
terminated employees
When XXX enters its labor management meetings with the union, a
mediator is present to help resolve any union related disputes that arise
immediately
In 2008, 120 employees were laid off with no employees dissatisfied
enough to go into arbitration
22. Recommendations
to XXX’s Dispute Resolution Process
Increase awareness and transparency of the internal
dispute resolution process. Provide written guidance
including:
The goals and objectives of the process
Types of dispute and procedures to address them
Investigation process
Information about confidentiality and safety concerns
Establish a dispute resolution hotline – phone#/email
address /persons or groups to contact in case
employees need assistance
Respond to complaints – communicate respect for people’s feelings and
provide information about how the internal dispute resolution procedures
work.
23. Recommendations (cont’d)
to XXX’s Dispute Resolution Process
Provide resources to employees for external mediation if the
conflict can not be resolved via the internal dispute
resolution process, before it goes to arbitration for
settlement
Establish an independent investigation committee – formed
by selected members from both HR and managers whose
position is considered to be neutral and specifically trained
in ADR
Establish policies of confidentiality related to the dispute
resolution process
24. Recommendations (cont’d)
to XXX’s Dispute Resolution Process
Classify each complaint by Priority A, B, or C:
Priority A - It requires the Company’s immediate action. These
complaints involve a serious allegation(s) of an immediate threat to a
person, property, or the environment.
*The designated corporate HR contact will be responsible for
conducting the investigation and entering a resolution within 24
hours.
25. Recommendations (cont’d)
to XXX’s Dispute Resolution Process
Classify each complaint by Priority A, B, or C:
Priority B - These complaints require action and/or an investigation
within 24 hours. These complaints involve serious allegations but
do not pose an immediate threat to a person, property or the
environment.
*The HR contact will be notified via e-mail of the
complaint and will be responsible for conducting the
investigation and providing a resolution within three (3)
calendar days.
26. Recommendations (cont’d)
to XXX’s Dispute Resolution Process
Classify each complaint by Priority A, B, or C:
Priority C - These complaints are all other types of disputes that do
not require an immediate response from the Company.
*The HR contact will be contacted via email of the complaint and
is responsible for conducting an investigation and entering a
resolution within two (2) weeks.
As we have learned over the course of this semester, Conflict can be ugly and disturbing.
It can take on many forms including but not exclusively to sexual harassment, disagreements between both internal and external relationships, bullying of subordinates and coworkers, as well as perceptions of poor performance.
Conflict can be costly to an organization. It is a cause of high turnover rates, terminations, lost productivity and revenues. It can also lead to arbitration, litigation and financial settlements.
In order to understand how companies deal with conflict, we examined DPT. This is a mid sized company with 250 employees based in San Antonio TX with manufacturing facilities in Lakewood NJ. The company is owned by Renaissance Acquisition Holding and produces pharmaceutical liquids and semi solids. The company employs both union and non union employees
Our objective in examining the company was to focus on disputes within the internal work environment with the goal of accessing the depth and effectiveness of the companies current dispute resolution policies. Fact gathering included the companies written policies and a questionnaire submitted to Jack Nester, DPT’s director of Human Resources
From these resources we found that the company encourages employees to utilize the current procedures in pace for dispute resolution. If an agreement cannot be reached through said procedures then the conflict will move to the next phase which is a neutral/binding arbitration process. Excluded from arbitration are disputes involving unemployment compensation, and temporary disability benefits.
What is the internal process and are there written documents in place
Is the process transparent
What are the goals and objectives of the resolution process
What is the structure of the processes
How are compensation and benefit disputes resolved if excluded from arbitration
6. What is the mindset of the timing for dispute resolution
7. To what degree is the resolution process private
8. What are the types of delays that can disrupt the resolution process
10. What are the costs associated with the process
11. Are there any safety concerns that must be considered during and after the resolution process