CONFLICT MANAGEMENT HOW IT AFFECTS EMPLOYEES PERFORMANCE

SAUD HUSSAIN
ASSISTANT PROFESSOR
DEPARTMENT OF MANAGEMENT
REGIONAL COLLEGE OF MANAGEMENT AUTONOMOUS
BHUBANESWAR 751009
INTRODUCTION
The relationships among the individuals are important in promoting the harmonious ambience in the workplace. Within the
management, the relationship also promotes the positive outcome and creates suggestion in achieving the organizational goals. But in the
pursuance of each individuals in their goals, conflicts may arise that can deteriorate the value founded in the organization. It also dampens the
internal work atmosphere.
BACKGROUND AND PROBLEM STATEMENT
The relationship conflict in work can be part of the competition between individuals but need not lessen the innovativeness of the
individuals. In the study of conflict management, the assessment of the relationships in conflict can be characterized to result in damages. The
relationship conflicts find within the organization can be associated with the negative outcome in their work. Because of theses concluded
outcome in the previous study of conflict relationships, managers are suggested to not immediately eliminate the conflict from their team.
Instead, they are expected to encourage the negative individual reactions to be part of the growth of the entire team. Since the relationship
conflict affects the positive functions of individuals, the best recommendation that can be emphasized is the conflict management training.
However, what is the impact of conflict management in an individual and even in teams performance?
RESEARCH AIM AND OJECTIVES
The main aim of the study is to investigate the most applicable conflict management scheme that will create a positive effect in the
performance of an individual or for the team. In order to facilitate the investigation, there are three objectives that need to be satisfied. First is
to identify the reasons on why the conflicts arise in the workplace. Second is to describe the actions taken by the management to handle and
control the conflicts in connection to the related theories. And third is to state the common effects of conflicts within the organization.
LITERATURE REVIEW
The managers have the opportunity to discover the competency among the individuals through understanding the causes of conflict
situations in most of the organizations. In addition, this will give them the way to manage such situation. However, most of the organizations
have unresolved conflicts that create adverse organizational effects. The conflicts can greatly influence the team-work and output of each
individual and management may find it more difficult to resolve. Through learning the conflict management, a manager can learn the types of
conflict that are common within the organizations and the associated effects. Commonly, the attitude of the organization in the presence of
conflicts affects the collaboration and communication among the people. The attitude can be described as the refusal to share the
achievements. In some areas, the conflicts may arise in the allocation of funds is common but this is through to aim of achieving the most
applicable and appropriate research program and the smooth facilitation of the project. The participation of the individuals are important in
achieving the work culture in the organizations, but with the presence of the conflicts, the misunderstanding and other factors that will delay
the achievement of the goals may arise. There will be differences among the conflicts and it is said to be healthy is there is a conflict between
the team having the same aim for the present organizational objectives. On the other hand, the conflict may be unhealthy if the team or the
people fail to collaborate because of the past grudges. In this case, the elements of power, demands, and worth play a special role in triggering
the organizational conflicts.



METHODOLOGY
The suggested method in the study is the use of survey and interview. In the first phase of the study, the survey will be given to the
participants who are the employees of a certain organization. The employees can be contractual or regular and with years of experience in
working in their organization and may come in different departments. There will be a 100 number of participants who will answer the
questionnaire in a Likert Scale form. Through the use of the survey, the researcher/s can identify the perception of the employees regarding the
conflicts and its management within their workplace. On the second phase of the study, the interview will be held in the management. The
participants are the managers. Through the interview, the researcher/s can identify the actions taken by the leaders in solving the conflicts. The
use of the method can help the assessment of conflict management and analyzing the impacts it delivers towards the performance of the
individuals
STRATEGIES FOR MINIMIZING CONFLICT
Clearly, conflict among coworkers is impossible to eliminate. However, many managers recognize key strategies that can
successfully minimize the negative effects of conflict in the workplace.
RESPECT OTHERS
Managers who respect their employees are more likely to gain the respect of their employees. Likewise, companies that claim
respect as a corporate value will reinforce it through corporate practices. Anna Maravelas illustrates the critical role of respect in conflict
resolution in the following scenario. Hours of constant dissension had left executives exhausted and disconnected. Then a mediator
stepped in and asked them to share things they respected about one another. As they did so, positive energy replaced negativity, building
a platform of conflict resolution that transcended pettiness and irritability .
Renowned management guru W. Edwards Deming touches on the relationship between conflict and respect when he calls for
the elimination of numerical quotas to measure a days work. Deming found that where quotas exist, peer pressure and animosity become
prevalent among coworkers as people take a back seat to numbers. Further, he found that when managers ask employees to solve
problemssuch as finding ways to save the company moneyinstead of imposing mandatory quotas, they experience different results. In
short, employees express enhanced feelings of loyalty and pride in their company [as] their ideas [are] accepted. Clearly, a system that
fosters an atmosphere of receptivity and recognition is far preferable to one that measures people by the numbers they turn out and is
less likely to incite conflict.
COMMUNICATE EXPECTATIONS
Communicating expectations can affect employees at several levels. If managers fail to communicate expectations effectively
through job descriptions and delegation, employees will likely overlook important tasks. Thus, assuming somebody else is taking care of
something is a surefire way to incite conflict, says communications consultant Bob Gemignani (Weinstein). Margery Weinstein suggests
that to conquer conflict, managers must clearly communicate work priorities and responsibilities. In addition, effective managers must
provide feedback on how well employees follow through. Likewise, managers should solicit feedback from employees. To manage
conflict effectively you must . . . create an open communication environment . . . by encouraging employees to talk about work issues
(Warren Buffet).
Not only is communicating expectations important for resolving task and interpersonal conflict, but it is also an integral part of
leadership training. In essence, communicating information, goals, and expectations leads to trust and confidence. Clearly,
communicating expectations can minimize conflict by clearing up misconceptions about task roles and instilling trust and confidence in
leadership.






ENCOURAGE TEAMWORK
According to Craig Stevens, the force a company exerts to solve problems is found in a critical combination of teamwork and
communication. Further, each individual on a team should replicate the team in terms of team mission, team goals, and team agenda.
When conflicts arise, the individuals no longer share the same personal mission, goals, and agenda.
Deming illustrates how the breakdown in teamwork fosters conflict in the parable of the shoes. Deming sets the story in a
shoe factory where technicians developed a revolutionary product for which sales staff received thousands of orders. Because the
designers and sales staff failed to consult the manufacturing department, the company was unable to fulfill orders. As a result, customers
were alienated because departments [had] different goals and [did] not work together as a team to solve problems.
Weinstein attests to the value of teamwork. Employees should be able to go to a team meeting rife with disagreement and
emerge ready to unanimously support the teams final decision, she writes. Clearly, effective teamwork reduces conflict in the
workplace.
EMPOWER PEOPLE
Empowering the workforce can help minimize conflict as it makes people part of the solution when problems arise. As people
become empowered, they begin to develop an ownership attitude in which they see conflict resolution as directly affecting their own
bottom lines. Like teamwork, the process of empowerment closely ties to communication. As a result, companies that share the secrets .
. . what is really happening take a critical step toward empowering people.
Corporations that treat people as partners tend to more openly discuss a conflict, which leads to a more creative atmosphere.
Because creativity and learning require . . . seeing and doing things in new ways, people are more apt to interject new ideas in an
environment where differences are accepted. In addition, as people are empowered in their decision-making, their work becomes more
motivating. As a result, they are more committed to their work and are more apt to work through conflicts on their own. Clearly,
empowering people can help managers minimize conflict.
CONCLUSION
Dealing with conflict in the workplace may be the most important function that leadership must learn to handle. As a result,
effective conflict management is the staple of good leadership. Because conflict management is quickly becoming the most critical and
time-consuming aspect of management, managers must be prepared. With the right understanding and the right decisions, managers are
equipped to channel all conflict in the workplace into constructive conflict. Clearly, conflictboth positive and negativeis here to stay.
However, armed with the techniques and understandings outlined above, managers can use conflict as a tool. Addressing conflict in the
workplace is no longer a task to be avoided. Instead, leaders can embrace conflict as the mark of a productive workplace environment.


Author
Saud Hussain