2.7: Industrial/Employee Relations

What is conflict

Conflict occurs when there are disagreements or incompatibilities between two or more parties, leading to resistance or mutually exclusive goals.
In the workplace, conflict can arise at various levels, from individual conflicts to conflicts between departments or even regions.

Conflict in the workplace often arises from:
Needs and wants: Disagreements over needs and desires, such as job security, pay, or working conditions.
Perceptions: Different interpretations of situations or events.
Values: Incompatible beliefs, values, or principles.
Power: Imbalances in power and authority.
Feelings and emotions: Personal feelings and emotions that influence interactions.

Trade unions represent employees in workplace conflicts. They protect their members' rights and welfare, and negotiate with employers on issues like:
Pay: Increased wages or prevented cuts.
Remuneration: Improved benefits and holidays.
Working conditions: Better hours and breaks.
Training and development: Opportunities for growth.
Staff facilities: Improved amenities.
Unions provide collective bargaining power, making it more effective for employees to negotiate with employers. They also offer legal advice and representation in disputes.
Membership fees contribute to union operations, including legal costs and advocacy efforts.

Employees and trade unions use various approaches to resolve workplace conflicts. These include:
Collective Bargaining:
Negotiation between trade union representatives and employers to reach agreements.
Increases bargaining power for employees.
Work-to-Rule:
Employees strictly adhere to rules and regulations to slow down production.
Less disruptive than strikes but can still impact operations.
Strike Action:
Collective refusal to work as a form of protest.
Can be highly disruptive to businesses.
May face legal restrictions and government intervention.

Employer representatives negotiate with employees or their unions to resolve workplace conflicts. These representatives can be from the company's leadership team or external organizations like management consultancy firms or employer associations.
Employer approaches to conflict resolution include:
Collective Bargaining:
Negotiating with employees or their representatives to reach agreements.
Aims for a win-win solution.
Threats of Redundancies:
Using the threat of job loss to pressure employees.
Can be controversial and may have legal implications.
Changes of Contract:
Modifying employment contracts to introduce new terms and conditions.
Can be seen as coercive if not handled carefully.
Closure:
Temporarily closing the business to pressure employees.
Can lead to significant disruptions and financial losses.
Lockouts:
Preventing employees from entering the workplace.
Can be a powerful tactic but may also lead to negative consequences.

Conflict resolution refers to the strategies used to address conflicts and disagreements in the workplace. The goal is to find mutually acceptable solutions that satisfy the interests of all parties involved.
Common approaches to conflict resolution include:
Conciliation and Arbitration:
Conciliation: An independent mediator facilitates negotiations between parties.
Arbitration: An arbitrator makes a binding decision.
Employee Participation and Industrial Democracy:
Involving employees in decision-making processes.
Can improve morale, productivity, and reduce conflict.
No-Strike Agreements:
Unions agree not to engage in strike action.
Can improve relationships and avoid disruptions.
Single-Union Agreements:
Organizations negotiate with a single union representing all employees.
Reduces complexity and potential for conflicts between unions.
The effectiveness of each approach depends on various factors, including:
Negotiation skills: The experience and skills of the representatives.
Union strength: The size and unity of the trade union.
Economic conditions: The demand for labor and the overall economic situation.