AN APPRAISAL OF THE EFFECT OF THE APPLICATION OF ALTERNATIVE DISPUTE RESOLUTION IN THE MANAGEMENT OF WORKPLACE CONFLICTS IN BUSINESS ENVIRONMENT
Abstract
In today’s business atmosphere, conflict in the workplace is a noteworthy issue; therefore, handling conflicts in
organizations is essentially very important as organizations that fail to address conflicts properly are likely to run
into problems because conflict is integral in organizational life and has both likely benefits and costs. To address
the situation of conflicts, lately since 1970s organizations have turned to the use of alternative dispute resolution
(ADR), in resolving workplace conflicts. This article therefore presents the authors’ thoughts on why
organizations should use ADR to manage workplace conflicts; as effective conflict management has the
prospective to play a key role in the success of organizations goals.
Keywords: Workplace Conflicts, Alternative Dispute Resolution, Business Environment, & Management
- Introduction
Conflict is associated to the central processes of people and their association with the surroundings and is,
therefore, an unavoidable part of organizational life (Jones & George, 2003). Conflicts in organization have been
attributed to several factors. Dealing with conflicts in organisations has over the years been seen as the sole
responsibility of the managers who often times took a rigid stand how to deal with it; organisations that address
conflicts in this manner failed to recognise that conflict is natural in organisational life and has its own both
benefits and costs. Conflicts have been said to occur in organisations, when normal activities are disrupted to the
extent that it becomes difficult to achieve the organisational goals and objectives (More & Wegener, 1992).
More precisely, organisations are confronted with many forms of interpersonal conflicts which can be disrupting
to achieving organisational goals. Additionally as a result of diversity in the workplace, conflict is on the
increase. Dumaine (1991) and Nohria (1991) posit that as companies’ try out with flatter – more decentralized
organizational structures, their workers become more and more interdependent and responsible for more decision
making. These changes mean new types of conflicts will arise among different groups of workers relative to
those experienced in bureaucratically structured organizations (Morrill, 1995). As more minorities, women,
foreign nationals, and employees with different experience and educational backgrounds are entering the
workforce. This diversity unescapably leads to conflicts different from those experienced by a more standardized
workforce (Fiol, 1994; Williams & O’Riley, 1998).
If not properly managed, conflict in the workplace can become a complex matter having damaging
effects on the organisation’s employees’ physical, emotional, and mental wellbeing escalating into
unmanageable heights, thus harming the mission and goals of an organisation (Caudron, 1998). However,
conflict does not have to be a destructive element; when handled properly, conflict can be of immense benefit to
both the employees and the organisation as well. In an attempt to explain the nature of conflict, many scholars
have postulated theories to guide in the understanding of conflict. Among the theories postulated is the
traditional theory which sees conflict as bad – not good for the organisation and as such should be avoided.
Contemporary theory; however, recognizes that conflicts between human beings are inevitable and if well
managed can bring positive results to the organisation. Tillett and French (2006) believe that conflict encourages
communication dialogue and help with individual and organisational growth as it provide opportunities for
problems to be solved and help the organisation to advance; while Eunson (2007) opines that conflict can help
change complacency through productive means.
Unresolved workplace conflicts can sometimes led to litigation with its attendant problems and the
willingness of employees to sue their employer have exposed almost all employers to an increasing volume of
litigation related to work-place conduct or the human resource decisions made on daily basis. Understanding
conflict and how to manage or resolve it should be an integral part of what and how managers should learn; such
understanding is essential for the personal well-being and success of individuals as well as the long-term success
of organisations (Singleton, Toombs, Taneja, Larkin, & Pryor, 2011). Over the years, there have been significant
changes in the ways organizations manage conflict which have led to efforts developed strategies aimed at more
efficient, less costly, and more satisfying resolution of conflict; thus this paper examined the use of these less
expensive and appropriate methods such as alternative dispute resolution (ADR) approaches in managing
workplace conflicts.
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