Subject 2 : WORKPLACE CONFLICT : Effects of Conflicts at Workplace (Part 2)

18 Octobre 2018

0. Introduction

This paper is an extract of my PHD Thesis in Leadership and Strategic Planing which was written during my studies at Atlantic International University (AIU). I share it with the academic and workers communities to stimulate the research sentiment.

1. EFFECTS OF CONFLICTS AT WORKPLACE

Conflict in the work place, can be very harmful for individual well-being, at the same time, dangerous for institutions, departments, and teams. For effective conflict management in workplace the “Dual Concern Theory” is very popular. Its main argument is that “conflict management is a function of high or low concern for self, combined with high or low concern for others[1]”. Pruitt and Rubin’s (1986)[2]‘Dual Concern Theory’ is based on the earlier work of Blake and Mouton (1964) and the work on the ‘Theory of Cooperation and Competition’ (1973).

1.1. Effects of Conflicts on the Individual Worker

The general assumption is that conflict tends to have negative consequences for both the individual and the organization. Conflict is sometimes an unavoidable part of our personal lives and our workplace is not immune to it. Yet workplace conflicts are not always easy to resolve. For employees, unresolved work issues often result in hopelessness, job dissatisfaction, depression, and general unhappiness. If left undealt with these issues can lead to aggression, violence, withdrawal and even resignation; causing deeper problems such as: absenteeism, high employee turnover, and company culture deficits.

For the negative effect, the researcher proved that higher level of conflict among employees showed negativity not only in the organizational commitment of the employees but also in the job satisfaction of the employees working in the organization.

Below is a summarized list of the effect of conflicts in an individual:

Psychological Responses: A hostile environment has some psychologically effects over an individual worker. This include:

Increased stress
Low motivation and committeemen
Inattentiveness to other things.
Lack of interest in work
Job dissatisfaction
Work anxiety
Estrangement or alienation from others
Frustration
Employee instability& Insecurity
Loss of commitment to work
Forceful resignation
Moral and physical injuries

Behavioral Responses : An individual working in a hostile environment manifests some attitudes and behavior. This include:

Excessive smoking,
Excessive smoking,
Anger,
Lack of collaboration,
Unjustified absences,
Voluntary resignation
Broken relationships

These were supported by various researchers on the negative impacts of low level of organizational commitment of the employees in any organization. These highlighted a high turnover (Koch and Steers, 1978; Porter, Crampon and Smith, 1976; Steers, 1977; Wiener and Vardi, 1980), it also gave high absenteeism (Mowday, Steers and Porter, 1979; Smith, 1977; Steers, 1977), greater tardiness (Angle and Perry, 1981), a lack of intention to stay with the firm (Angle & Perry, 1981; Mowday et al., 1979; Steers, 1977; Wiener, 1982), low quantity of work (Steers, 1977), disloyalty to the firm (Schein, 1968). It appeared that low levels of commitment were largely dysfunctional for both the individual and the organization

[1]Carsten KW, De Dreuet al., A theory-based measure of conflict management in the workplace. Journal of Organizational Behavior, DOI: 10.1002/job.107 • Source: OAI. 2001, 646

[2]Carsten K W De Dreu, et al. 2001. A theory-based measure of conflict management in the workplace. Journal of Organizational Behavior, DOI: 10.1002/job.107, Source: OAI p. 646

1.2. Double Effects of Conflicts on the Organization performance

Conflicts have a double effect on an organization dependently of how people will behave in tackling it. Reason why some researchers have qualified it of negative or positive effects. As observed by Uchendu, Anijaobi and Odigwe (2013), since conflict is inevitable in organizations, its management determines whether it will generate positive or negative effect on the organizational performance.

The loss of poor performing employees from the organization could be beneficial for the organization whereas loss of high performing employees from the organization could be dysfunctional for the organization (Beadles et al., 2000; Dalton, Tudor and Krackhardt, 1982). In this regard, Managers and Leaders should seize the opportunity of conflicts and transform it into positive outcomes.

1.2.1. Negative effect of conflicts in the organization

The higher level of conflict among employees could show negativity in the organizational commitment of the employees but also in the job satisfaction. Increase of conflict whether emotional or task related come up with various outcomes such as low organizational commitment, low job satisfaction, increase turnover intension and all the outcomes could made an impact on performance.

The recent research has indicated that workplace conflicts have a negative impact on the organization at high rate (Angelina Muganza, 2014). This study made across public services from Rwanda highlighted various consequences namely:

Reduced Productivity: Conflicts at work place affect productivity at high rate as the parties engaged in conflict most of the time focus on personal issues rather than work itself. Fear, résistance, suspicion and conspiracy characterize those that are engaged in conflict, thereby affecting not only service delivery but also the quality of service delivered.

Work Insecurity : Conflict fuels employees’ work insecurity since the workplace turns into a war zone characterized by suspicion, mistrust and harshness. This threatening environment leads many who are not conflict mongers to fear for their life and plan departure ahead of time. Those who are faced with conflict are moving cadavers because they are psychologically and emotionally wounded.

Waste of time and resources : Time and resources are wasted in cliques, rumors mongering and diversion from the actual work due to lack of motivation resulting from conflicts at workplace. A lot of time and resources are lost, as employees take time thinking about not only conflict but also about the perceived adversaries.

Absenteeism : It is true that employees engaged in conflict usually find reasons to absent themselves from work place as a way of avoiding conflict and its impact. Once absent the organization would immediately lose their service and thus reduce its daily productivity.

High employee turnover: The rate at which conflict escalates in the institution reflects the rate at which the employees leave the organization in search of better places and employment. So far, the departure of staff as a way of avoiding conflict as they are not interested in tolerating conflict ridden environment leads the organization in missing experimented agents. If these would not be replaced, further organization productivity must decrease.

Judicial and penal effects : Any conflict with dismissal damages over a staff who can immediately pursue the organization for compensation constitutes a high risk of reducing productivity. Once the case fixed at the trial, if it would be proved that the decision was unlawful, the organization might lose enough funds through court fees, compensation claims as well as time spent by mangers pursuing such cases in courts of law.

1.2.2. Positive effect of conflicts on the organization performance

An organization without conflict is probably apathetic. Conflict signifies involvement, commitment and caring. An organization without conflict is probably apathetic. Conflict signifies involvement, commitment and caring. If understood, recognized, it can stimulate renewed and improved human relations. Without conflict, people seldom face and resolve their problems (Hotepo, Asokere, Abdul-Azeez, & Ajemunigbohun, 2010).

For the positive effect, existence of conflict among employees in any organization could also be functional and beneficial for the employees and the organization. Conflict is not only a positive force but is also necessary for an individual to perform effectively. Resolving conflicts means challenging normal processes and procedures to improve individual productivity or introduce innovative systems (Robbins, et al, 2003).

Recent researches have indicated that workplace conflicts have a positive impact on the organization. The positive impact of conflict builds team cohesion, improves organizational practices, improves policies and procedures, reduces tasks’ vagueness, improves quality of decisions, reduces conflicts at workplace enhances workplace management skills (Angelina Muganza, 2014) [1]. Many researches on the same subject have indicated positive consequences namely:

Building Team Cohesion (Teamwork): Constructive conflict builds staff cohesion on common goals to achieve results. Angelina Muganza’s study indicated that 93.8% of respondents (546 Employees) agreed that teamwork spirit contributes positively to staff cohesion, improved motivation and general improvement on the environment at work. (Angelina Muganza, 2014).

Improving Organizational Practices: Conflicts once handled better contribute in improving organizational culture through participation of all staff. Consequently, this is a way of improving staff performance and achieving institutional results.

Streamlining Policies and Procedures : Once conflicts resolved at workplace, teamwork is increased, and thus, it improves policies and procedures to provide orientation, guidance and track the performance of the staff. If conflicts are handled appropriately, it will result in reduced number of disciplinary and grievance cases.

Reduces Tasks’ Vagueness: Because constructive conflict catalysis change, agents must have clarity of who does what. The harmonization within the tasks ensures effective performance. For example, reduced task and process conflicts might accelerate services and thus, increase the organization competitivity.

Improving Quality of Decision Making : If leadership conflicts are solved and there would not be decisions taken without consultation. Thus, improved quality decision making to avoid ambiguity and irrational decisions increase execution of tasks and guidance without frustration and contestation. If the decision results in the dismissal of a poor performance worker, it’s also an advantage. The loss of poor performing employees from the organization could be beneficial for the organization (Beadles et al., 2000; Dalton, Tudor and Krackhardt, 1982).

Improved Workplace Conflict Management Skills: When managers deal with conflicts, they gain more skills to handle the same or similar issue in the future. Also, if conflict remain, good mangers might suggest the training of staffs on conflict management mechanisms at work place through training of staff in conflict management tools and skills. For handling conflicts, one must exhibit few competencies. Important among them are: monitoring team relationships and managing the individual, dealing with issues, participative approach, integrity and acting as role model (CIPD, 2008).

Increased Job Satisfaction : Job satisfaction in the employees of any organization can give remarkable advantage to any organization, as high in spirits workers are supposed to work better and produce more, take fewer days off, and stayed devoted to the company.

Increased Job Commitment: If a conflict arises and get suit solutions for the workers it increases commitment to work and thus increase productivity. Positive consequences for employees and therefore for the organization could include longer tenure (Mowday et al., 1982), limited intention to quit (Steers, 1977), limited subsequent turnover (Stumpf and Hartman, 1984), and greater job satisfaction (Hall and Schneider, 1972; Porter et al., 1974). Committed employees are characterized as loyal, productive members of work organizations (Porter, Steers, Mowday and Boulian, 1974) who not only recognized the vision and goals of the organizational and but also identified the principles of organization (Buchanan, 1974).

[1]Angelina Muganza, “Causes and Impacts of Conflict at Workplace”, Public service Commission, Public Service Commission, Kigali, May 2014.

2. ABOUT MORE SUBJECTS FROM THE AUTHOR

Remarks : If you want to cite this article, write : GIRUKWAYO P., “The impact of effective leadership of workplace conflicts, PHD Thesis, AIU, 2018”. Then you will add the link.

Note (other similar extracts of the thesis):

You will see the Part 1 at :

http://www.humanitaire-leadership-management-conflit.com/2018/10/subject-1-workplace-conflict-classification-according-to-the-source-of-conflict-part-1.html

You will see the 2^nd part at :

http://www.humanitaire-leadership-management-conflit.com/2018/10/subject-workplace-conflict-classification-based-on-level-of-analysis-and-relationship-part-2.html

And you will see the 3^rd part at :

http://www.humanitaire-leadership-management-conflit.com/2018/10/subject-workplace-conflict-classification-based-on-tasks-the-impact-and-visibility-of-conflicts-part-3.html

Second subject on factors of conflicts (Part 1) at :

http://www.humanitaire-leadership-management-conflit.com/2018/10/subject-2-workplace-conflict-factors-and-causes-of-workplace-conflicts-part-1.html

Second subject on factors of conflicts (Part 2) at :

http://www.humanitaire-leadership-management-conflit.com/2018/10/subject-2-workplace-conflict-effects-of-conflicts-at-workplace-part-2.html

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