MGT_3513_-_Exam_1[1]

MGT_3513_-_Exam_1[1] - Understanding Labor Management...

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Understanding Labor Management Conflict and Resolution I. Sources of Workplace Conflict A. HRM Perspective -Employment problems from management standpoint B. Industrial Relations Perspective (IR) -Employment problems from employees Differences between both: HR recognizes conflict exists, identifies poor management as the course, conflict can be eliminated by better management practices, bring interest of employers and employees in align with each other, can fix by implementing programs, anything that cant be dealt with can be fixed by training employees and communication, conflict is considered bad and management needs to try and fix IR conflict is an inheritant part of the relationship, it will always be there, consequence is viewed that the balance of power is causing it, conflicts between higher wages and profits, some are order givers & others are takers; you have competition between employees, they II. Prospects for Workplace Harmony Conflict is a common part of work environment and organizations Needs to be handled by organizational participants III. Harmful Effects of Conflict A. Turnover, Absenteeism, Sabotage, Shirking, Litigation, Unionization B. Workplace Bullying -psychological violence -always getting put down C. Workplace Violence IV. Overview: What Organizations are doing to manage workplace conflict A. Basic elements of a dispute and dispute resolution
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Interests – the things people care about, why the dispute matters to them, needs, desires, concerns & fears that underlie their position in a dispute Rights – independent standard that has perceived legitimacy or fairness, stated in laws or employee handbooks, others are based on socially accepted standards Power – the ability to coerce someone to do something they wouldn’t otherwise do, imposing cost on them or threatening to do so, more power means your less dependent on another B. What approach is best? Interests vs. rights of power Rights vs. power Goal: interests-oriented dispute resolution system 4 dimensions: 1. Transaction costs 2. Satisfaction with outcomes 3. Reoccurance 4. Effects on relationships Interests – get to underlying course of conflict, has higher satisfaction because of win-win; they have better relationships, transaction costs take longer, viewed as the best Rights – superior to power by relying on standards that have perceived legitimacy, the The goal is relying on interests but stays open to rights & less on power -they like compliance – done b/c government passing laws for employees -costs -crisis -culture -competition – if one company has a good way to minimize conflict, others will imitate
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Managing Conflict through Negotiation I. Negotiating Rationally Most people go into negotiations unprepared, you want a systematic approach, making the best decisions you can in order to maximize outcomes for you
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MGT_3513_-_Exam_1[1] - Understanding Labor Management...

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