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Group Project 0007A

Human Resource Management and Work-Related Conflict

Yaman Bakro, Nana Ekanem, Pauline Kariuki, Linh Nguyen, Richard Smith

Master of Business Administration - University of the People

BUS 5511- Human Resource Management

Dr. Eiesha Williamson

August 3, 2022
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Table of Contents

1. Introduction

2. Description of the problem

3. Alternatives Considered

4. Proposed Course of Action

5. The Implications of Course of Action: Pros and Cons.

6. Barriers and Supporting Conditions: Including Financial Conditions

7. Implementation plan

8. Conclusion

9. References
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INTRODUCTION

Experts find that conflict can be a normal and healthy factor within the workplace. Some

of the most effective teams are those in which people feel comfortable and safe enough to

disagree with one another. Additionally, a company culture that welcomes dissent or even

encourages it, can lead to a diversity of thought and inspire innovation (Lytle, 2015). Unhealthy

workplace conflict is another matter entirely. Conflicts happen in every type of organization.

However, research has shown that ignoring conflicts at work can be costly. Each unaddressed

conflict wastes approximately eight hours of company time due to unproductive activities such

as gossip (Lytle, 2015). It is important that Human Resource (HR) departments understand the

reasons that are behind such conflicts before they turn into disruptive and costly problems.

Conflict management experts suggest that HR should become involved in workplace conflicts

under three general circumstances: When conflicts between employees become personal and

respect is lost, when employees are threatening to quit, and when a conflict is negatively

affecting morale and organizational success (Lytle, 2015). When dealing with work related

conflict it is natural to want to fix the problem, and as a manager or HR officer it is your job; but

solving conflicts can be tricky and rather complex. Conflicts arise from a plethora of scenarios

and each situation may present multiple sides to the same story. For this paper we will be

focusing on cultural and generational differences; how they can lead to conflict, and how to go

about addressing these issues before they become a problem for the organization.
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DESCRIPTION OF PROBLEM

David is a HR manager at a small business with a diverse team. It is composed of 15

people of different age groups (between 20-40yrs old) and cultures (4 Caucasians, 3 Hispanics, 4

African Americans, 2 Asians, and 2 Africans). On the surface team members are cordial to one

another, but David has noticed some underlying tensions among some of the staff, which is

negatively affecting the team’s morale and productivity. David had a conversation with Leonard

(one of his younger team members) about his frequent arguments with one of his colleagues

(Sarah), who he believes is bossy and frequently trying to make decisions for other team

members. Becky (another senior team member) overhears Leonard's comments and feels that he

is disrespectful of Sarah's work style. Becky believes Sarah’s behavior is influenced by her

cultural background and age, which Leonard should overlook and get used to. Leonard disagrees

with Becky and his response made her really upset. She now believes that he does not respect her

age and experience, which she has acquired during her long tenure with the organization. David

is tired of the constant conflict caused by his team’s diverse personalities and

generational/cultural differences. Leonard, Sarah and Becky are finding it hard to work together

as a team and this is affecting their output, and productivity. David needs to find a way to get

them to adapt to each other’s work styles regardless of these differences so they can work

together effectively.

CAUSES/ REASONS FOR CONFLICTS

Cultural differences can lead to various types of conflict. As mentioned above, this may

be due to employees feeling that they are not being included in the company's decision-making

process (Mannix & Neale, 2005). Employees may feel that their opinions are not valued or that
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they are not being given the same opportunity to contribute to the company's decision-making

process. Cultural differences can also lead to conflict when employees feel that they are not

being given the same opportunities for career advancement as other employees (Zapf, 1999).

Employees may feel that they are being passed over for promotions or that they are not being

given the same opportunities to learn new skills and develop their careers as their peers are.

These differences can also lead to conflict when employees feel that the company is not doing

enough to support their cultural values. Employees may feel that the company is not providing

enough resources or that it is not promoting cultural diversity. Cultural differences can also lead

to conflict when employees feel that they are not being given what they feel are the same

opportunities to socialize with other employees. In addition, employees from different cultures

may have different ideas about what is appropriate behavior in the workplace. They may have

different ideas about how work should be done or how decisions should be made.

Generational differences can also be a source of conflict, due to factors such as differing

value systems. For example, younger workers may place a higher value on work-life balance,

while older workers may feel that their career should always come first. This can lead to tension

if both groups are not able to compromise. Expectations can also be different between

generations. For example, younger workers may expect to be promoted more quickly than older

workers, who may have been with the company for a longer period of time. This can lead to

feelings of frustration and resentment on both sides. Differences in how language is used can

also lead to conflict. Generational and cultural differences in language can lead to

misunderstanding and miscommunication. For example, younger workers may use slang or

abbreviations that older workers do not understand. Additionally, older workers may use jargon

that younger workers are not familiar with. This can lead to confusion and frustration on both
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sides.

When it comes to cultural and generational differences there are several barriers to

address. There are language and communication barriers such as social norms, local customs,

and patterns (slang, shorthand), education levels, differing viewpoints such as religious and

political beliefs, personal values, and shared events in history to name a few (Meyer,2015).

When addressing these differences, it is important to be mindful in order to treat each side with,

fairness, impartiality, and respect (Meyer, 2015).

ALTERNATIVES CONSIDERED: Committees and Codes

Research shows that an organization that wants to achieve cultural competence must set

ground rules that all employees must follow. These laws or codes should be practiced throughout

the organization and be uniform in design. Any misrepresentation can lead to or exacerbate

existing conflict(s) (The Community Tool Box, n.d.). For instance, Meyer (2015) demonstrates

through his research with organizations that adopting bylaws that require teams and employees,

either local or separated by any distance, to work together, but that does not address how and

why can lead to bigger issues. An organization needs to make sure to lay out concise wording

when creating bylaws, codes of conduct, and codes of ethics for their employees to follow. The

codes need to be in a language(s) that meets the needs of all their employees (The Community

Tool Box, n.d.). The codes should also have universal pictorials and graphics for the employees

to reference (The Community Tool Box, n.d.). It is also vital to involve people from

underrepresented groups in the design and implementation of new standards (Shonk, 2021). This

can be done by creating a committee, either by asking for volunteers or hand-picking employees

from each cultural or generational group (The Community Tool Box, n.d.). This will bring
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employees from different cultures and age groups together that normally would not socialize

with each other. This allows each group to be recognized, considered, heard, and most

importantly understood by their peers. Encouraging employees to communicate openly with the

common goal of bettering themselves and improving the workplace can help solve many

conflicts and prevent others from starting. When people feel free to speak openly and discuss

differences and similarities, it can be a transformative experience that positively shifts the

organizational culture (Shonk, 2021); (The Community Tool Box, n.d.).

PROPOSED COURSE OF ACTION

People may wonder why HR should get involved in conflict resolution in the first place

or why those involved cannot just resolve the conflict themselves? Some of the high costs of

conflict that make it integral for HR to step in include loss of productivity, negative effects on

the mental and physical wellbeing of employees, potential accidents, risk of litigation, the

potential for theft, violence, or sabotage, and absenteeism (Ceplenski, 2013). The following steps

can be applied in resolving workplace conflict:

1. Clarity and Consistency in Policies and Procedures must be emphasized. Ensuring

that the rationale for decisions is transparent, and the HR manager shares the reasoning

behind the company’s approaches and decisions with all employees. This will help

minimize any potential conflict that may arise from implementing new or existing

policies (Ceplenski, 2013).

2. Ensure Accountability for Conflict Resolution. All employees and not just managers or

HR must be accountable for resolving conflict. Managers will not have to take care of

every issue, the employees involved will need to be part of the solution (Ceplenski,
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2013). Leonard and Sarah will be encouraged to have open, honest, and respectful

communication with each other in private, while HR and/or managers will only mediate

if the need arises. This will help them develop their conflict resolution skills.

3. Conflicts will not be ignored. In general, avoiding conflict does not fix anything.

Although there are some cases with minor issues where short-term avoidance may be part

of the long-term solution. Employees and management must not avoid dealing with

conflict, especially when it affects productivity, and company morale, or has the potential

to escalate to violence (Ceplenski, 2013).

4. Seek to Understand. There are usually underlying emotions in a conflict which need to

be discovered and addressed. HR and managers will need to understand what is going on

and quickly get to the root of the problem (Ceplenski, 2013).

5. Recognizing Different Circumstances. In most cases, the first step towards resolution is

simply recognizing what is going on. This can make a huge difference, managers and

employees will therefore be trained on how to recognize different conflict situations and

apply different approaches to resolving conflict (Ceplenski, 2013).

IMPLICATIONS OF COURSE OF ACTION

The occurrence of conflict will be minimized in the organization when HR managers and

supervisors ensure that the company culture and code of conduct clearly foster a more peaceful

and conducive work environment. Employees will learn to treat each other fairly and abide by

the law regarding any form of discrimination. This law and others will be explained and taught

through monthly mentoring sessions, team building sessions, training and seminars (Franke et.

al., 2012). HR managers will respond to similar conflict situations in a consistent fashion (Franke
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et. al., 2012). David will ensure that all the employees are treated fairly, and complaints are not

swept under the rug. This will give other employees the confidence to come forward whenever

there is any conflict. Employees will learn to treat each other as individuals and respectfully

recognize each person's valuable contribution to the company. Their roles and responsibilities

will be clearly defined during and after onboarding. Once everyone understands their role and

what is expected of them, there will be more synergy (Franke et. al., 2012). David will start to

organize monthly out of office team-building activities where employees are encouraged to share

their personalities and get to know/understand each other better. This will be a good opportunity

for David, Sarah, Becky, and others to get to know each other better outside of the office. In

cases where discipline is warranted, an independent and fair system of investigation and

discipline will be applied so that everyone understands cause and effect. This will deter others

from causing unnecessary conflict (Franke et. al., 2012).

PROS AND CONS

Clarity and Consistency in Policies and Procedures must be emphasized

Pros: Gives employees a comprehensive understanding of the company's culture,

acceptable behaviors, and goals. Protects the employer’s interests while creating a positive and

healthy workplace culture. It helps increase compliance, enhance internal processes, and prevent

workplace incidents and crises. (Celine, 2021).

Cons: Policies are long, making it difficult for employees to know what the key points

are.

Accountability
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Pros: Helps create a culture of trust and respect, clear expectations with required

outcomes, cultivates motivation and morale, increases productivity, encourages a culture of self-

development, promotes transparency, and reduces workplace conflict.

Cons: Time consuming and some employees may be unable or unwilling to adapt to it.

Conflicts Will Not Be Ignored

Pros: Disagreements can encourage new ideas and innovation. Helps replace old and

obsolete policies and programs, and sometimes improves relationships between coworkers.

Conflict resolution training can help companies deal with habitual disagreements and avoid

getting trapped in unproductive relationships with coworkers.

Cons: Disagreements can reduce employee morale, retention and productivity.

Recognizing Different Circumstances

Pros: Leaders/Managers can choose the best approach for conflict resolution: avoiding,

competing, compromising, accommodating, and collaborating (Nancy, 2022).

Cons: Requires skilled, knowledgeable, and experienced managers and leaders. Difficult

to apply in small and medium-sized companies.

BARRIERS AND SUPPORTING CONDITIONS INCLUDING FINANCIAL

IMPLICATIONS.

Cultural diversity is becoming increasingly important to the modern workplace. Differences in

backgrounds and lived experiences offer the benefit of multiple perspectives, which is a vital

element of success for many successful organizations. However, firmly building and developing
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a diverse workforce could be a real challenge for some businesses, particularly their Human

Resources departments (Barriers and Benefits of Diversity in the Workplace, 2019). Aiming for

inherent and acquired diversity is challenging for insufficiently knowledgeable and experienced

HRM. The following are some barriers to diversity in the workplace (2019):

Problems With Integration:

The company does not have a proper program/training in place for its employees to

understand each other. There are multiple levels of integration that are needed, including social

connections and issues related to workplace equality such as fairness of pay, work distribution,

and responsibilities.

Communication Issues:

In the case addressed above, miscommunication exists between Leonard (one of the

younger team members) who could not stand the way Sarah made decisions for the entire team,

while Leonard upset Becky because he did not seem to respect her. We can see that poor

communication has led to unintentional offense and mistrust among employees. This has

emerged from a communication barrier due to differences in age, background, and cultural

practices.

Resistance to Change:

Employees who are resistant to change can cause offense and harm such as stereotyping,

racist, and offensive remarks. In this situation, Leonard, Sarah & Becky could all be resistant to

change, which makes it difficult to listen to each other’s opinions. If the integration and

communication issues among them are not addressed, matters will only continue to deteriorate.
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Budget for Implementing Monthly Mentoring Sessions:

These problems can be alleviated by holding monthly mentoring sessions where

employees can openly share and talk about things that distract or upset them. However, David

will have to increase his knowledge of HRM in order to carry out these sessions smoothly and

efficiently, or they will need to hire an HRM consultant to design the sessions.

IMPLEMENTATION PLANS.

Hiring

The hiring process should be inclusive and diverse. It is essential that cultural differences

be taken into consideration throughout the recruitment process for new staff. This requires taking

into consideration factors such as the applicant's native language, the nation from which they

originate, and their cultural background (De Coning, 2018). Additionally, it is essential to

consider whether the employee would be a good match for the organizational culture of the firm

when making a hiring decision.

Onboarding

The onboarding process should include acclimating new workers to the culture of the

organization and assisting them in gaining an understanding its core principles. It is essential to

acclimate newly hired staff members to the norms and values of the organization throughout the

process. This requires elaborating on the core principles of the organization and demonstrating

how those values are embodied in the work environment (De Coning, 2018). It is also essential

to play a role in assisting new workers in understanding the standards set by the organization.

Operations
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The ability of workers to communicate with one another and reach agreements should be

emphasized. A company's day-to-day operations depend on making sure that employees have a

voice in the decision-making process. This includes giving employees a voice in the creation of

new products, internal corporate policies, and marketing strategies. Providing and encouraging

chances for social interaction among employees is also important. This practice can help increase

the likelihood of people from different age groups and backgrounds in developing trust (De

Coning, 2018).

CONCLUSION

Conflict is an inevitable aspect of every workplace. The way this conflict is addressed

and managed requires appropriate oversight from both managers and Human Resource

professionals. Minor conflicts can sometimes be resolved without this kind of intervention.

However, when the parties involved cannot come to a resolution without assistance it is critical

for HR to step in (Workplace Conflict and Mediation, 2019). This minimizes, and hopefully

eliminates disruptive, unproductive behaviors that negatively impact morale and the successful

completion of organizational goals.

REFERENCES
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Barriers and benefits of diversity in the workplace (2019, June 4). Western Governors

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policies-procedures-are-crucial-for-your-business/

Ceplenski, C. (2013, October 10). 5 conflict resolution practices for HR. HR Daily Advisor

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De Coning, C. (2018). Adaptive peacebuilding. International Affairs, 94(2), 301-317. The six

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