Total Conflict Management Policy Case Study

Part 1 - Conflict Management Strategies in the Workplace

Introduction

Workplace policies and procedures are mainly established with the rules of conduct in the organization which outline the roles and responsibilities of employees and employers. It helps in offering the obligations and rights like redundancy, and grievance along with health and safety policies (Wang, and Wu, 2020). A grievance procedure is a method of intrinsic dispute settlement that allows for an employee's frustrations can be acknowledged. Most collective bargaining agreements specify how to file and solve complaints. The essay mainly includes a discussion about Total Conflict Management (TCM) which offers many advantages to the organization by making appropriate use. The discussion also covers some of the advantages of TCM along with the barriers to the adoption of conflict management (Lee, and et.al., 2019).

Main Discussion

The TCM policy, a comprehensive perspective to resolving conflict that is intended to supplement or substitute for a current grievance, involves all stockholders in an institution at every stage of the state's development and implementation (Curcija, Breakey, and Driml, 2019). It emphasizes the significance of conversation and early consultation in dispute resolution, allowing the corrupt and inefficient controversy to be transformed into organizational conflict and inspiring significant amounts of beneficial transformation (Pekor, and et.al., 2019). However, TCM policy can be applied to the resolution policy. This can include an aided talk that follows the very same FAIR model as a compromise: Enable, Recognize, Develop innovatively, and rectify. There is a huge role played by HR in the mediation procedure with the help of evaluating, facilitating conversations, and setting and it is not important to define the results (Gokoglan, and Ozen Bekar, 2021). TCM resolution policies are viewed as advantageous since they can provide an early resolution, eliminating formal procedures when the need arises. To resolve a conflict, two parties can engage in dialogue. By using communication effectively, many conflicts can be resolved before they reach formal grievance procedures. Further, it requires clearing things up due to some misunderstandings or it needs a proper apology or it can be fresh air for the disputers to work together. However, being away from work for some time can help solve conflicts (Iyiola, and Rjoub, 2020). The study helps to evidence the success of the resolution method in the TCM where it shows that 54 out of 60 cases regarding conflicts were solved with the help of facilitated conversation before using the process of grievance (Mukherjee, and Upadhyay, 2019). The use of conversing and clear communication in TCM policy not only proves that the policy is effective but can also reduce the need for a formal grievance procedure, thus reducing the amount of time it takes to resolve conflict. However, it can be argued that this method of solving conflicts is highly effective in many situations where dialogue and communication will be helpful and good for the best practices (To, and et.al., 2021).

If the conflict is more serious than calculated, with relationships being irrevocably damaged, putting two parties together even if the communication is facilitated, can lead to verbal or in more serious cases, physical aggression. One of TCM's inherent pitfalls is that it places an emphasis and significance on talk, which could lead to TCM being used inaccurately (Sun, Peng, and Liao, 2021). As a result, it's not able to completely start replacing grievance redress practices and might need to be avoided in only certain instances to sustain workforce harmony. It may be necessary to dismiss it entirely on occasion, and the disciplinary process must take precedence. However, because of the discrepancy within the plan's title, TCM can be considered to be useful in resolving conflicts if used suitably. Mentally, the word resolution from a TCM resolution policy may resound favorably in the thoughts of those implicated, causing them to correlate the overall plan with different aspects such as persistence, participation, and a pining for tranquility, and thus be more successful at developing an answer than just a grudge policy (Jiang, Li, and Song, 2021). Utilizing actionable words at work, particularly during disagreements, can improve staff involvement; if employees perceive heard, fully grasped, and prized when they are at their most defenseless, they may respond positively to this power in their effectiveness. Based on some research, integration of conflict at the workplace when it is respectfully diminished so can lead to certain modifications that can be used at the workplace like teamwork procedures. This demonstrates that by implementing the TCM resolution set of policies, it is possible to rewire the connotations related to coping with disputes into positive sides, resulting in a benefit for staff efficiency and the organization's destiny in definitions of net improvement (Andreoni, and Chang, 2019). Although not a statutory stance, the conventional complaint has been implemented by several companies for centuries, so transitioning to the advanced TCM resolution policy will necessitate extensive experiments, preparation, endorsement, investigations, but also financial support. UK Intervention, the nation's leading settlement and dispute resolution leaders, charges up to £225 per three-hour consultation training program (Chowdhury, 2021). To fit perfectly with the company, the TCM policy must be refined and constantly improved. As a result, for just some organizations, this could represent a disadvantage of TCM; additional education is needed along with the cost of just this instruction and continual endorsement from all interested parties (Sahoo, and Sahoo, 2019).

Conclusion

From the above discussion, it can be summarized that TCM includes both the aspects like advantages and limitations to the business but benefits are considered to be more important so that the issues can be solved. In this, the problems regarding outcomes of TCM bring some potential aggression which can be solved with the help of training and sufficient knowledge of people leads to implement the policy. Therefore, the cost of training bear by the company is significant manner where they do not waste more time and make appropriate use of grievance procedures.

Part 2 - Total Conflict Management Policy and Procedures

Total Conflict Management Policy & Procedures Document

Introduction

The policy document of Accord Solutions Pvt Ltd conflict management is provided to new and existing employees so that they can familiarise themselves with the policy and procedures of the company.

Definitions

The company refers to Accord Solution Pvt Ltd in this document.

Conflicts can be termed as concerns or issues that is conveyed by an individual.

Roles and Responsibilities

Our Workers

Any dispute that arises must be reported so that it may be resolved as promptly as possible through the grievance process. The relation to our grievance process is available inside the Forms segment.

Line Manager

In order to discuss the issues or conflicts, the line manager will be the person to contact.

HR Representative

If the line manager is the subject of your dispute, or if you choose not to want to bring up this same conflict with your line manager, the human resources manager might very well assign an HR spokesperson to resolve the dispute with you. Please submit an HR Handoff form, which may be found in our Structures section.

Purpose and Scope

The policy is applicable to all of the colleagues in the company and it also covers the details of involvement in the conflict.

Procedure

The Total Conflict Management Procedure can be found in Appendix 1

Forms

Colleague Support Program

Grievance Procedure

Delegation Form

Formal Investigation Form

Document Request Form

Privacy Policy

Reference Code

Find related policy data efficiently by entering TCM2534612 into our Colleague Forum search feature on the site listed in our Forms Segment.

Key Dates / Review Process

This policy is in consequence as of 01/03/2023, and it will be assessed on 01/03/2024 in the interest of keeping our guidelines up to date.

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GDPR

We will keep your information private and will not share it with any other person without your approval. Our Privacy Statement can be found in our Forms Section.

References

Andreoni, A. and Chang, H.J., 2019. The political economy of industrial policy: Structural interdependencies, policy alignment and conflict management. Structural change and economic dynamics, 48, pp.136-150.

Chowdhury, N.M., 2021. Conflict management and its effects: a demonstration to understand employee conflict at the commercial banks in Bangladesh.

Curcija, M., Breakey, N. and Driml, S., 2019. Development of a conflict management model as a tool for improved project outcomes in community based tourism. Tourism Management, 70, pp.341-354.

Gokoglan, E. and Ozen Bekar, E., 2021. The relationship between nurse managers’ personality traits and their conflict management strategy preferences. Journal of Nursing Management, 29(5), pp.1239-1245.

Iyiola, K. and Rjoub, H., 2020. Using conflict management in improving owners and contractors relationship quality in the construction industry: the mediation role of trust. Sage Open, 10(1), p.2158244019898834.

Jiang, Y., Li, B. and Song, D.P., 2021. Consumer Return Policy and Channel Conflict Management in a Dual-Channel Supply Chain with a Risk-Averse Retailer. Dual-channel Supply Chain Decisions With Risk-averse Behavior, p.111.

Lee, E.K., Avgar, A.C., Park, W.W. and Choi, D., 2019. The dual effects of task conflict on team creativity: Focusing on the role of team-focused transformational leadership. International Journal of Conflict Management, 30(1), pp.132-154.

Mukherjee, K. and Upadhyay, D., 2019. Effect of mental construals on cooperative and competitive conflict management styles. International Journal of Conflict Management, 30(2), pp.202-226.

Pekor, A., Miller, J.R., Flyman, M.V., Kasiki, S., Kesch, M.K., Miller, S.M., Uiseb, K., Van der Merve, V. and Lindsey, P.A., 2019. Fencing Africa's protected areas: Costs, benefits, and management issues. Biological Conservation, 229, pp.67-75.

Sahoo, R. and Sahoo, C.K., 2019. Organizational justice, conflict management and employee relations: The mediating role of climate of trust. International Journal of Manpower.

Sun, R., Peng, S. and Liao, Y., 2021. Avoiding, obliging, asserting, or integrating? A survey experiment on municipal managers’ choice of conflict management strategies. Public Management Review, pp.1-24.

To, A.T., Tran, T.S., Nguyen, K.O. and Thai, K.P., 2021. Applying conflict management styles to resolve task conflict and enhance team innovation. Emerging Science Journal, 5(5), pp.667-677.

Wang, N. and Wu, G., 2020. A systematic approach to effective conflict management for program. Sage Open, 10(1), p.2158244019899055.