NEW Professional Member Special>>> Save $20 and receive a SHRM tote bag
More companies are recognizing the importance of giving employees the time and space they need to navigate personal loss.
Save $20 on a New Professional Membership and receive a FREE Tote bag when you join SHRM today!
Learn to overcome challenges and meet your 2017 goals through competency-based HR education. Available in-person and virtually.
Expand your influence and learn how to become an effective leader. Join us in Phoenix, AZ | OCTOBER 2 - 4, 2017
When asked to rate their manager on a list of specific behaviors, most employees agreed their boss is open to suggestions, acts in an ethical manner and listens to employees’ concerns. However, 41 percent disagreed when asked if their boss handles workplace conflict effectively.
In June 2012, Healthy Companies International, a management consulting firm, surveyed 2,700 employees from its in-house database of senior managers, HR executives and C-suite leaders to examine employee perceptions of 20 specific manager behaviors.
At the top of the list of behaviors, 86 percent of respondents agreed the person to whom they report acts in an ethical manner. By comparison, two behaviors tied for the lowest positive score: just 59 percent of employees said their boss deals capably with workplace conflicts and motivates employees during adversity.
“Conflict occurs in every organization,” said Stephen Parker, president of Healthy Companies International, in a news statement. And almost always it falls to the boss to handle workplace discord, he noted. “It comes with the job and, in fact, is a core element in assessing the performance of an executive with supervisory responsibility.”
Sources of Workplace Conflict
Parker added that conflict often arises as a result of:
While conflicts can result from a clash of personalities or styles, they might have more to do with legitimate business issues. Thus, tackling the disagreement head on might help an organization examine the problem, as well as issues and alternatives, he suggested. “Conflict is oxygen and brings issues into the open,” Parker said.
“I always encourage people to solve problems and conflicts at the lowest level possible—among one another—before getting others involved, if possible,”
Judy Lindenberger of The Lindenberger Group, a New York City-based consultancy, told
Group training and individual coaching can help, she said.
What Not to Do About Workplace Conflict
According to Parker, bosses might make a difficult situation worse if they fail to understand the exact nature of the issue or become defensive or confrontational. “Getting emotionally invested, ignoring the feelings of the people involved or denying one’s own part … each is a trap the boss can fall into,” he added.
However, inaction by the boss, such as ignoring inappropriate behavior or overlooking missed deadlines, can result in conflict as well, according to Parker. “Inability to manage conflict creates more conflict,” he explained. “When the CEO just functions as a peacemaker the effect may be to dampen down creativity. The challenge is to manage the conflict productively.”
HR’s Role in Managing Conflict
“Guidelines for appropriate workplace behavior need to be in the employee manual, in job descriptions and in the performance appraisal process,” Lindenberger said.
In an e-mail to
SHRM Online, Parker encouraged HR professionals to model the behavior that best facilitates conflict management:
Parker wrote that some managers prefer to deny conflict rather than face it because they “wrongly think workplace conflicts are a negative reflection on them.” He reiterated that when managers avoid managing conflict it “only makes matters worse.”
Developing Conflict Management Skills
“Bosses need to get comfortable with a repertoire of conflict management skills,” Parker said in the statement, such as avoiding becoming emotionally invested in a particular outcome and keeping parties focused on the business, not personalities.
SHRM Online with a list of tips for managers faced with a conflict:
Employees will respect a manager who considers all of the facts and points of view and then makes a decision and helps employees move on, he added.
Rebecca R. Hastings, SPHR, is an online editor/manager for SHRM.
Managing Interpersonal Conflicts in the Workplace: Training For Managers, SHRM Sample Presentation
Conflict Resolution: Let Employees Find the Solutions,
SHRM Online Employee Relations Discipline, June 2012
What Not to Do with Employee Complaints,
SHRM Online Employee Relations Discipline, January 2011
Employee Relations Discipline Home Page
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Become a SHRM Member
SHRM’s HR Vendor Directory contains over 3,200 companies