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Training Program on Conflict Resolution Powerpoint.pptx
- 1. Human Resource inthe Management of Conflicts in Healthcare Student’s Name Institutional Affiliation Course Professor’s Name Date
- 2. HR’s Role inConflict Management Businesses cannot avoid workplace disputes since they are inevitable. Conflicts in the workplace are caused by differences in employee expectations, personalities, styles, and interests. Healthful conflict is essential to the development of business organizations since it fosters the ability to make decisions and promotes a variety of opinions and creativity. Personnel management is the responsibility of human resources (HR). As soon as there is a disagreement, HR quickly steps in as a mediator between the management and workers or between two persons. Personnel services ensure that employers or managers do not abuse employee rights. HR responds to employee complaints of unfair treatment, workplace injuries, and harassment and offers solutions and concessions as needed. Employees are also assisted by HR throughout the process
- 3. HR's role inResolving Conflicts HR (Human Resource) resolves the problem by creating a mutually beneficial choice for everyone involved. HR must take little steps to resolve the problem. Employee Relations (HR) emphasizes the company's terms and policies connected to the dispute in the workplace. Participants are asked to describe the dispute and the remedies they would want to see implemented by Human Resources. Therefore, HR must examine the problem objectively to come up with the best conclusion. It is HR's responsibility to summarize the entire conflict and ensure that all parties agree with it. All alternative dispute resolutions are mapped out by HR, and the most convenient option is chosen for resolution. People in HR make sure that everyone is on the same page concerning a solution. Everyone is asked to shake hands, thank each other, or apologize to one another
- 4. Process for ContactingHR Employees should follow the company's process to report a dispute at work, such as unfair treatment, harassment, or exploitation. If there is a dispute, the employee should write a written report about it. Employees should be in charge of the whole conflict by presenting every case element to the employer in writing. When writing the report, the employee should avoid using foul language and making threats. In a report, the manager/employer should explain the full disagreement. The manager/employer should provide all the information necessary to disprove the claim. The manager should send the report through email or manually to HR.
- 5. Consequences of Conflictin an Organization Conflict in the workplace causes work interruption. There has been a drop in turnover in most workplaces that have experienced work conflict. This view leads to high absenteeism and low turnover rates. There is a significant probability that a contract will be canceled. People are urged to report disputes early on so that they may be resolved more quickly. It becomes increasingly difficult for HR to give resolutions when disagreements grow in severity. It leads to increased emotional stress to the workers
- 6. Strategies of ResolvingOrganizational Conflict Negotiation. To discover a solution to a problem, both parties need to speak with one another. If both parties agree on the parameters of the discussion, HR should announce that they have been reached. These methods should only be used in situations where confronting someone is more uncomfortable than the possible reward of resolving the dispute. People are not contributing to the discourse and may even be concealing valuable thoughts. There can be no resolution to a problem if the confrontation is avoided
- 7. Collaboration Especially whenthe dispute affects the group's connection, HR should ask both parties to work with one another. Cooperation involves various tasks such as finding common ground on which to work and learning more about the other party's perspective. As a result of collaboration, Human Resources may provide a win-win solution to both parties. As a result of collaboration, both parties feel respected and appreciated. Here, one party concedes to the other's desires. However, accommodating tends to encourage individuals to be cooperative rather than forceful. In addition, there is the question of a dictatorship by the most forceful of the two parties
- 8. Compromisation A compromiseis a tool that HR can use to resolve a disagreement. By balancing the needs of both parties, a compromise can end a disagreement. A compromise requires both parties to concede in some areas. Human resources need to have more 'people skills to implement this strategy, as reaching a consensus on compromise might take a long time to resolve. Parties to a strategy agreement must be cooperative and forceful to reach a compromise. People should be encouraged to see the plan as a fair approach that leads to better results. A small concession is necessary from each party for the plan to be successful.
- 9. Communication and Mediation During dispute resolution, the HR department should encourage two-way dialogue. Parties are more likely to interact when there is a two-way communication channel. In this way, the human resources people can better grasp the situation. There is a route that encourages parties and HR staff to share their views. The management utilizes mediation as a means of resolving employee issues calmly. During the mediation process, employees are allowed to express their concerns and suggestions for effective solutions to their issues. HR may resolve complicated and long-standing conflicts through mediation
- 10. Accommodating Here, oneparty concedes to the other's requests. Most of the time, folks who are accommodating tend to be cooperative but not aggressive. If HR is concerned about maintaining harmony, they should ensure that the accommodation approach is not just employed for that purpose. In addition, there is the question of a dictatorship by the most forceful of the two parties involved. The function of organizational representation is played by HR staff in resolving workplace disputes. HR is also responsible for addressing violations of corporate policies and disrespect among workers. When giving solutions, HR personnel adhere to workplace ethics.
- 11. Benefits of InvolvingHR in Conflicts Conflict management requires the engagement of an unbiased department, which is why HR involvement is required. It is the responsibility of Human Resources to ensure a safe and comfortable working environment for the employees. A better decision for both employees, employers and the firm is more likely when HR is involved in conflict situations. Human resources participation increases the likelihood that the firm will not lose its best performers because of a disagreement. Employees' stress and anxiety are reduced when HR is involved in conflict resolution. A positive conclusion can be achieved by employing the conflict competence abilities of Human Resources. When HR is involved, the likelihood of escalation of conflict or any injury is reduced.
- 12. References Cheng. February-27, 2015. Mediation Skills for Conflict Resolution in Nursing Education. p. 310-313. Iglesias and Vallejo. December 17, 2014. Conflict resolution styles in the nursing profession. p. 73-80. https://www.tandfonline.com/doi/abs/10.5172/conu.2012.43.1.73. Raines. January 24, 2018. Becoming the change we wish to see: The unexpected benefits of conflict resolution work. https://onlinelibrary.wiley.com/doi/full/10.1002/crq.21213.
Editor's Notes
- #3 Bringing together people from different backgrounds and with different work styles for a common corporate goal is bound to result in workplace conflict. To handle a conflict effectively, workers must be controlled and resolved (Cheng, 1). Employers should resolve workplace conflict for a variety of reasons. Workplace conflict is most often resolved by addressing the underlying issues that are causing friction between colleagues
- #4 As a mediator between employees and management, the human resources department (HR) is often called upon when a disagreement arises to ensure that employers do not infringe on employees' rights. They do this by analyzing business rules and employment and labor laws to resolve workplace conflicts. For all parties involved, the human resources department follows dispute resolution processes. Human resources respond to employee complaints about unfair treatment, unpleasant working circumstances, and conflicts between employees and supervisors, among other things (Iglesias and Vallejo, 2). HR discusses workplace standards of behavior in detail and gives answers and compromises to workplace issues. Healthy workplace conflict results in the interrupted workflow. Managing employee differences such as work styles, genders, ethnicities, backgrounds, and leadership styles is the duty of the HR departments.
- #5 An issue impacting your employment might be alleviated when you know how to approach Human Resources (HR). It is hard to know whether to ignore concerns at work or bring them up to Human Resources. Consider gathering all pertinent facts and creating a problem statement to help you explain the situation calmly and sensibly with the HR department (Iglesias and Vallejo, 2). Ultimately, the objective of HR departments is to improve the employer-employee relationship through improving communication between the two parties. To occur, employees must be honest about their concerns and eager to engage with HR to find solutions. When it comes to filing workplace grievances, employee handbooks or policy guides often outline the procedures employees should follow to get help from Human Resources (HR). As a result of not adhering to the prescribed processes, your issues may not be resolved in a timely way or at all. Talk to your immediate supervisor if there is no employee handbook or procedures for addressing workplace issues. Going to your supervisor's boss is an option if you're uncomfortable with or think that your supervisor is to blame for your issues. In most complaint-resolution systems, the following step is to notify the Human Resources department about the complaint. Assemble all of your documents and resources related to the work issues. It would help if you were prepared to present HR with relevant information, including timesheets, production records, performance assessments, and any other papers that corroborate your complaint. Name any witnesses who saw the harmful behaviors you describe, such as a supervisor who is too critical and has a terrible temper.
- #6 Conflict can occur when people with different backgrounds and agendas work together. Controversy can be expressed in several ways, including insults, non-cooperation, bullying, and fury. Some of the possible causes include interpersonal problems, misunderstood communication, and poor management. Conflict in the workplace may lead to employment disruption, reduced productivity, project failure, absenteeism, turnover, and termination. A professional disagreement can lead to emotional tension, as well as generate it. Most modern businesses, especially multinational ones, employ individuals from many cultural backgrounds, leading to increased in-fighting. To be safe while discussing conflict issues, we must recognize that people might have difficulty recognizing the differences between themselves and others. To manage the disparities between workers, HR managers must identify and emphasize the commonalities between people. HR managers need to resolve conflicts when they arise so that employees realize that their differences do not harm the work process but rather enhance and strengthen it. Diverse individuals with varying perspectives can develop wacky ideas that can ultimately benefit everyone in the organization and lead to some great improvements. Intelligent human resource managers keep an eye on the team to prevent disputes before they occur. To do so, you need a profound grasp of human interactions and an eye for details. When bigger goals are on the table, employees are more likely to work together to achieve them. The likelihood of a conflict should be reduced when employees' job responsibilities are well stated, understood, and accepted by them. Most conflict arises when tasks are unclear, thus defining or structuring occupations minimizes ambiguity and reduces the likelihood of conflict occurring. For this reason, efforts to improve communication and information exchange between groups should help decrease disputes between people who have differing opinions of each other's abilities, aims, and intentions. As people get to know one another better, their suspicions tend to diminish.
- #7 Parties are brought together to discuss their core differences. Through open debate and negotiation, it is hoped that problems may be solved. An example of this would be the contract discussions between the union and the management (Raines, 3). Chances for an acceptable dispute settlement rise if these talks lead to identifying a "win-win" option. Managers can take a variety of steps to decrease or eliminate dysfunctional conflict. Conflict resolution is handled in a variety of ways by the HR staff. Ralph Kilmann and Kenneth Thomas came up with five dispute resolution techniques (Raines, 3) As a result of these five techniques Conflict prevention activities and conflict reduction actions may be divided into two categories: prevention and reduction of conflict. Prioritizing goals and objectives for the entire company will reduce the likelihood of conflict. When bigger goals are on the table, employees are more likely to work together to achieve them(Iglesias and Vallejo, 2). The likelihood of a conflict should be reduced when employees' job responsibilities are well stated, understood, and accepted by them. Most conflict arises when tasks are unclear, thus defining or structuring occupations minimizes ambiguity and reduces the likelihood of conflict occurring. For this reason, efforts to improve communication and information exchange between groups should help decrease disputes between people who have differing opinions of each other's abilities, aims, and intentions. As people get to know one another better, their suspicions tend to diminish. When win-lose scenarios are avoided, conflict is less likely to occur (Raines, 3). Organizational effectiveness may be achieved by sharing resources when resources are limited. To encourage groups to find solutions that satisfy everyone, incentives might be offered for contributions to the company's goals as a whole.
- #8 When people are forceful and cooperative, they employ the approach of collaboration. To co-create an agreeable solution, members of a group may learn to respect each other's ideas and contributions (Raines, 3). To settle major issues, especially those that influence connections between groups, collaboration is employed. Collaboration is mostly about integrating solutions, advancing viewpoints, obtaining commitments, and learning more about the other parties and the dispute itself.
- #9 Compromise is utilized when the dispute is significant enough to invest the time necessary to reach an agreement through negotiation (Raines, 3). Unless the parties are fairly matched in terms of strength and ability, a compromise might turn into competing and accommodating. Contrary to collaborative solutions, most compromised solutions are transitory. Compromise, on the other hand, generally takes less time than cooperating. Participants are somewhat assertive and cooperative in this case. Everyone gives up a little bit of what they want, and no one gets all they desire. Compromise is regarded as fair, even if it "splits the difference."
- #10 Communicating and accommodating is a technique in which one party gives in to the wants or demands of another. Cooperation is the order of the day, although they are not very forceful. This view may appear to be a polite approach to concede when one realizes s/he has been incorrect in an argument (Raines, 3). It is less effective when one side accommodates another only to maintain harmony or prevent disruption. As with avoidance, it can lead to unresolved difficulties and frustration. Too much tolerance can lead groups where the most forceful members take over the process and dominate most talks. Sometimes, disagreements at work grow so ingrained that they are hard to settle internally. Investment in third-party mediation or conflict resolution services becomes the only viable choice at this point in the dispute resolution process. To prevent protracted and costly conflicts, a trained workplace mediator will be able to function as an extension of your team to discreetly settle your internal difficulties by evaluating the threat to your organization's bottom line (Raines, 3). Employing workplace mediation training after the issue has been resolved will help your business the next time a disagreement arises in your organization.
- #11 When one party gives in to the wants or demands of another, they are accommodating. Cooperation is the order of the day, but they are not forceful. While this may appear to be a polite approach to concede a debate, it is tacitly admitted that one has been incorrect. It is less effective when one side accommodates the other only to maintain harmony or to avoid causing a disturbance (Raines, 3). In the same vein as avoidance, it might lead to unsolved problems. More forceful people tend to dominate talks when there is too much accommodation
- #12 HR's responsibilities go well beyond resolving disagreements; they also include helping employees deal with personal difficulties, managing diverse teams, creating a pleasant working atmosphere, and ensuring everyone are satisfied at work (Iglesias and Vallejo, 2). All of these duties are vital to the smooth operation of the company. Human resource managers are some of the essential individuals in the company, yet they are usually kept out of the limelight.