A Critical Study on the Industrial Conflicts in an Organization

A Critical Study on the Industrial Conflicts in an Organization

Introduction

The creation and continued existence of an organization via the achievement of specified goals and objectives necessitates the ongoing and successful operation of its material input, with the human element being essential. However, the human components needed to enable goal achievement often disagree and differ on variables such as interest, opinions, and management style, among others. Conflict refers to the reactive impact caused by perceived incompatibility caused by some kind of intervention or resistance. Conflicts, according to Azamosa (2004), include the whole spectrum of behaviors and attitudes that are in opposition between owners/managers on the one hand and working people on the other. 

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It is a condition of dispute over substantive or emotional hostility that may result from rage, distrust, or personality conflicts. Conflict is an unavoidable aspect of organisational life since the objectives of various stakeholders, such as managers and employees, are often conflicting (Jones et al 2003). Furthermore, it has been argued that conflict is an ever-present dynamic in human interactions. As a result, many businesses have altered their methods in order to efficiently manage their organizations and prevent disputes at all costs.


Objective

  • To investigate the variables that contribute to industrial conflict in a workplace.
  • To look at the impact of strikes on organisational production.
  • To determine whether or not industrial disputes have a beneficial effect on organisational productivity.
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  • To assess the function of a labor union in an organization's industrial dispute resolution procedure.
  • To provide recommendations for settling industrial dispute in an organization.


Recommendations

1. Management should engage in collective bargaining with labor unions to minimize or eliminate strikes in the industry.

2. To prevent conflict inside the organization, there should be open flow of communication, since if there is free flow of communication, managers and employees will be able to dialogue or talk things out that may lead to conflict.

3. Collective bargaining should be a key instrument for dispute resolution methods in order to foster harmonious labor-management relationships. Furthermore, management should reorient workers on the impact of conflict on organisational productivity and performance.

4. Work incentive, recognition, and other kinds of reward may be used to reduce employee discontent. Similarly, management should pay employees on time and utilise incentives and compensation to motivate people to work and reduce disagreement.

5. Management should be concerned about the overall well-being of employees. They should also be concerned about the employees in order to prevent or reduce conflict in the workplace.

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