360 degree feedback: 360-degree feedback, also known as multi-rater

feedback, multi source feedback, or multi source assessment, is feedback that

comes from members of an employee's immediate work circle. Most often, 360degree feedback will include direct feedback from an employee's subordinates,
peers, and supervisor(s), as well as a self-evaluation. It can also include, in some
cases, feedback from external sources, such as customers and suppliers or
other interested stakeholders. It may be contrasted with "upward feedback,"
where managers are given feedback only by their direct reports, or a
"traditional performance appraisal," where only their managers most often
review the employees.
360-degree feedback can help organizations enhance personal
development & strengthen performance capability and has wider business
benefits. Some of the potential benefits of 360 degree feedback include
improvements in motivation, better performance management and a real shift of
mind-set. It helps managers to see the big pictures, build on their strengths
and understand expectations.
Existent appraisal systems: For organizations, a good feedback mechanism is of
utmost importance. Managers wish to grasp from their staff what should be done to
enhance the operating conditions of individuals. They aim to understand the
grievances of their team members . Managers co-jointly wish to present feedback
to their team members relating to their performances. These feedbacks function
guides to spot areas of enhancements. The highest management keeping these in
minds sets promotions and earnings increments.
Conflict management system: The cost of resolving conflict conflict is far less
than leaving the conflict as it is. For example, $700000 is the average jury
award for the wrongful termination. Designing and implementing a conflict
management system in the organization helps them to realize the cost cutting
goals. A effective and strategically tailored conflict management system consists
of there parts
Training It consists of Conflict awareness training, communication
training, negotiation training and managerial awareness. It helps in
reducing in negative impact of conflict in the workplace.
Neutral third party intervention It provides professional resources early
in the conflict cycle before going out of control. It consists of conflict
coaching, conciliation, neutral conflict resolving sessions, facilitation and
internal as well as external third party interveners.
Supportive infrastructure These are essentially internal procedure and
process designed to manage and minimize the effects of conflicts arising.
It consists of support from upper management, budgeting, values in
alignment with the organizations, confidentiality, administrative center,
conflict competency committee, feedback system, return on investment
and a reward system.
4.

The Negotiated Performance Appraisal (NPA): This is the performance

appraisal differing from the traditional way in one point: the supervisors
position of being expert is replaced with negotiation with the employee. The
Employee is asked to prepare, well before the actual meeting on performance
appraisal, for what he thinks of his strong side, what are the areas he as
improved on and what are the weak areas he thinks he needs to work on. This
creates a psychological effect on the employee. A humankind is very well in
explaining his/her strength and as far as weaknesses go, he/she will like to put
it forward by himself/herself rather than someone explaining it. The employee is
also asked to prepare that what should the supervisor do to improve himself so
that the employee overcome his/her weaknesses.

This can be done in the presence of third party. It contributes great

success to the process.
5.
Party Directed Mediation (PDM): this process gives both the parties
involved in the conflict same empowerment that leads to the resolution of
conflict and prevention of future conflicts by negotiation. The process includes
meeting between the mediator and both parties separately before joint meeting.
The concept behind the approach is, as the parties acquire skill to negotiate
effectively, they tend to lean towards selfdirected resolution of conflict.
6.
Introduction of the Ombudsman figure: A person is hired at the
organizational level, responsible for surveying common causes of conflict and
suggesting structural improvements to address them.
Although these practices provide a mechanism for employees to indirectly
complain about any unfair practices adopted in an organization, there is a wide
scope for improvement. We provide some recommendations towards the end of
our report based on our survey and conversations with employees of different
industries.
Job advertisement
The study shows that a few minor changes in the wording of a job
advertisement can increase the size and quality of an applicant's pool. A typical
job ad focuses on what the employer wants from the applicant for example;
academic degrees, specific skills and a strong work ethic.

Managers should tell employee to do

Document the facts
Ensure your safety
Decide what you really want
Have the right conversation
Start with facts
Tell your story
Explain the consequences
Get a commitment