CONFLICT AND

CONFLICT
RESOLUTION

UNIT 2.6 –
INDUSTRIAL/EMPLOYEE
R E L AT I O N S ( H L )
 CONFLICT – FRICTION OR MUTUALLY
EXCLUSIVE GOALS.
• Two or more parties, including but not limited to;

• Employee – Employer
• Manager – Subordinate (Real life example – GK)
• Employee – Employee (Real life example – Retail Sales)
• Director – Director
• Director – Middle Manager

1.Identify the conflict in the MM case study.

2.What is the relationship of the people who are having conflict?
SOURCES OF CONFLICT
NEEDS AND WANTS Case Study Example:
Employers must take active
steps to provide rest breaks
PAY, JOB SECURITY
AND WORKING
CONDITIONS
The case essentially asked: is
a worker required to ask for
rest breaks, and be refused,
before he or she can bring a
working time claim in the
employment tribunal?
An employee in this position
can still bring a working time
claim.
Source: https://www.personneltoday.com/hr/the-10-most-important-employment-law-cases-in-201
Grange v Abellio London Ltd
  (Employment Appeal Tribu
nal)
The EAT made it clear that
employers have an active duty
to ensure that workers are able
to take a 20-minute
uninterrupted rest break for
every six hours worked.
This working time case
(2016) examined the scope of
the important right for
workers to take a rest break.
According to the EAT, it does
not matter if the employee has
appeared to accept something
reluctantly but without protest
to an arrangement that
prevents him or her taking a
break.
SOURCES OF CONFLICT

PERCEPTIONS

• Different people interpret things

differently.
• Misunderstandings can lead to
conflict.
 SOURCES OF CONFLICT VALUES

• Different people have different

beliefs, values or principals.

https://www.eeoc.gov/selected-list-pending-and-resolved-cases-alleging-religious-and-national-origin-discrimination
SOURCES OF
CONFLICT
POWER
SOURCES OF CONFLICT
FEELINGS AND EMOTIONS

PROFESSIONAL LIFE PERSONAL LIFE

 WHAT ARE THE
SOURCES OF
CONFLICT IN
THE MM CASE
STUDY?

Source: BS Case Study: Multi Marketing (for use in May 2021)

 Conflict in the
workplace

Reduce Fuel Hamper Cause

Hinder
morale internal opportunities inappropriate
productivit
and add politics for conduct or
y
stress and collaborative unethical
anxiety teams behaviour

Always a negative
Cause (How it arises) Problematicthing?
Conflict (not the true problem) Effect (How it is managed) Problematic

Are any of these problems evident in the MM Case Study?

CONFLICT RESOLUTION
Conciliation is a method of conflict
resolution that involves using a
third party to align the incompatible
interests of different stakeholder
groups. Conciliators support both
parties in a dispute to better
understand each other’s interests
and needs, which can help to
resolve stakeholder conflicts.
CONFLICT RESOLUTION
Arbitration is a method of conflict
resolution used to resolve stakeholder
conflict by considering the perspectives
of all parties involved in the dispute.
All stakeholder groups in conflict agree NB. Pendulum arbitration is whe the
to accept the decision or judgment of arbitrator decides in complete favour
of one party or another where no
the arbitrator. compromise can be made.
 CONCILIATION AND ARBITRATION
DIFFERENCES EXPLAINED

Source: Workers Compensation Commission Advertisment: https://www.youtube.com/watch?v=iuCkWWh7MfU

 EMPLOYEE PARTICIPATION AND INDUSTRIAL
DEMOCRACY – A PRE-EMPTIVE APPROACH
• Case Study: ScS – Director,
Managers and Sales Staff all
involved in strategic decsion making
for example.
• Case Study: Forest Academy –
Parent Governers, Admin, Teachers,
Heads, Site Maintainance – Regular
strategic meetings to ensure all
parties voices are heard in the
decision making process
Worker participation (or industrial
democracy) is a method of conflict
resolution that involves employees having
a direct say in how things are done in the
workplace. This enables workers to have
some degree of decision-making power,
which can help to minimise potential
conflict between employees and
employers.
 TRADE UNION ACTIVITY
A no-strike agreement is an
approach to conflict
resolution by employee
representatives providing the
promise that their members
will not resort to strike action
as a method of industrial
action.
Helps sustain its membership.
Reassures employers and
stakeholders (e.g teaching unions
and parents)
Focuses on making change without
disruption
Offers workers rights protection
and legal advice
A single-union agreement is
a method of conflict
resolution that involves
negotiations between the
VS employer’s representative and
the (one) main trade union,
rather than having to deal
with multiple labour unions.
Fewer disruptions and disputes
Reassures employers and stakeholders
(e.g teaching unions and parents)
Focuses on making change without
disruption
Offers workers rights protection and legal
advice
Employees can choose one that best
 METHODS OF DISPUTE RESOLUTION
CAN BE PLACED ALONG A SPECTRUM.
Internal Internal/Extern Externa
al l

Employment
Tribunals/Trade
Negotiation Mediation Conciliation Arbitration Union Activity

Can you suggest a solution for Rachel and Aarvan to resolve the conflict?
Justification?
CUEGIS

Arbitration is a method of conflict
resolution used to resolve stakeholder
conflict by considering the
perspectives of all parties involved in
the dispute. All stakeholder groups in
conflict agree to accept the decision or
judgment of the arbitrator.
Conflict refers to the mutually
exclusive and incompatible interests of
different stakeholder groups.
A no-strike agreement is an approach
to conflict resolution by employee
representatives providing the promise
that their members will not resort to
strike action as a method of industrial
action.
KEY TERMS
Compromise is a method of conflict
resolution that involves stakeholders
deliberately making considerations for
other stakeholders, despite their
differences.
Employee participation means that
workers are given responsibilities and
autonomy to do their jobs.
A single-union agreement is a method
of conflict resolution that involves
negotiations between the employer’s
representative and the (one) main trade
union, rather than having to deal with
multiple labour unions.
Conciliation is a method of conflict
resolution that involves using a third
party to align the incompatible
interests of different stakeholder
groups. Conciliators support both
parties in a dispute to better understand
each other’s interests and needs, which
can help to resolve stakeholder
conflicts.
Industrial democracy refers to the
involvement of employees in the
decision-making process, as their
views are important in considering the
strategic direction of the organization.
Worker participation (or industrial
democracy) is a method of conflict
resolution that involves employees
having a direct say in how things are
done in the workplace. This enables
workers to have some degree of
decision-making power, which can
help to minimise potential conflict
between employees and employers.