The document discusses the process of selecting employees for a position. It begins with establishing job requirements and placing ads. Human resources reviews resumes to identify qualified candidates, who may then do telephone screenings. Shortlisted candidates are interviewed in-person by various personnel. Feedback is collected and the hiring manager selects a candidate based on qualifications and fit. Testing can also be involved before making a final offer. The goal is to match candidates' backgrounds to requirements through multiple steps.

1. JAMNALAL BAJAJ INSTITUTE OF MANAGEMENT STUDIES
Resolving Workplace Conflict
SAGAR PATEL
MMM – 1/ Batch 2nd
Roll No- 14 M 508
Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale
to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that
managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered
office performance.

2. Resolving Workplace Conflict
Webster’s dictionary defines conflict as a sharp disagreement or opposition of interests or ideas.
Anytime people work together, conflict is a part of ‘doing business’. Conflict is a normal and natural
part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in
absenteeism and decreased productivity. It has been estimated that managers spend at least 25
percent of their time resolving workplace conflicts – causing lowered office performance.
Handling and resolving conflicts that arise in the workplace is one of the biggest challenges managers
and employees face. Typically there are two responses to conflict: run away (avoidance) or ‘battle it
out’. In either case, we often feel uncomfortable or dissatisfied with the results because no resolution
has been achieved. By learning to constructively resolve conflict, we can turn a potentially
destructive situation into an opportunity for creativity and enhanced performance.
Sources of Conflict
There are many causes or reasons for conflict in any work setting. Some of the primary causes are:
 Poor Communication: different communication styles can lead to misunderstandings
between employees or between employee and manager. Lack of communication drives
conflict ‘underground’.
 Different Values: any workplace is made up of individuals who see the world differently.
Conflict occurs when there is a lack of acceptance and understanding of these differences.
 Differing Interests: conflict occurs when individual workers ‘fight’ for their personal goals,
ignoring organizational goals and organizational well-being.
 Scarce Resources: too often, employees feel they have to compete for available resources in
order to do their job. In a resource scarce environment, this causes conflicts – despite
awareness of how scarce resources may be.
 Personality Clashes: all work environments are made up of differing personalities. Unless
colleagues understand and accept each other’s approach to work and problem-solving,
conflict will occur.
 Poor Performance: when one or more individuals within a work unit are not performing -
not working up to potential – and this is not addressed, conflict is inevitable.
Addressing Conflict
There are a number of ways that can be utilized to address workplace conflict:
 Avoidance: ‘hiding our head in the sand’, hoping the conflict will go away.

3.  Collaboration: working together to find a mutually beneficial solution.
 Compromise: finding the middle ground whereby a ‘little is given and little is gotten’.
 Competing: ‘may the best person win’.
 Accommodation: surrendering our own needs and wishes to please the other person.
It is generally believed that either collaboration or compromise are the most productive forms of
addressing conflict because there is not a winner or loser but rather a working together for the best
possible solution.
Conflict Resolution
Arriving at a positive resolution of conflict is always the ultimate goal. In resolving conflict, it is
important to make sure you do the following:
 Clearly articulate the causes of the conflict – openly acknowledging there will be differing
perceptions of the problem(s).
 Make a clear statement of why you want the conflict resolved and reasons to work on
conflict.
 Communication of how you want the conflict resolved.
 Address the issues face-to-face (notes, email correspondence, memos are not a productive
way to resolve differences).
 Stick to the issues. In trying to resolve conflict, it is tempting to resort to name calling or
bring up issues from the past. It is important to address specific behaviors and situations if
change is to take place.
 Take time out if necessary. In the resolution of a conflict, our emotions may interfere with
arriving at a productive resolution. If this transpires, take a time-out and resume resolving
the conflict at another designated time.
Summary
Avoiding conflict is often the easiest way to deal with it. It does not however make it go away but
rather pushes it underground, only to have it resurface in a new form. By actively resolving conflict
when it occurs, we can create a more positive work environment for everyone.
Some of the methods used for preventing and settling industrial disputes are: 1. Collective bargaining
2. Mediation, 3. Conciliation and 4. Arbitration.
For settling petty frictions between the management and the labour, grievance procedure is laid
down in the code of conduct.

4. However, when a major issue or dispute comes up, then following methods can be adopted for
its settlement:
1. Collective Bargaining:
“Collective Bargaining” is the process of negotiating terms of employment and other conditions of
work between the representatives of management and organized labour. When it is free of
intimidation and coercion and is conducted in good faith, collective bargaining culminates in a
workable contract i.e., labour contract.
A labour contract is a collective agreement between the representatives of labour and management
for the sale of labour services at designated wage rates, hours of work, and other terms of
employment and conditions of work for a stated period of time.
The contract usually calls for joint enforcement and administration of the agreement. Responsible
labour leaders and employers are increasingly settling their differences around the conference table
rather than through industrial warfare. The process of bargaining the settlement of disputes is often
facilitated through outside assistance in the form of conciliation, mediation, or arbitration.
Requirements for Successful Negotiations:
The representatives or spokesmen of management and labour must have sufficient authority to bind
each side in the negotiation. The representatives must have a thorough knowledge of the company’s
wage scale and the wage scales of the industry and the area.
They should be well versed in all points at issue and know past court decisions relating to similar
cases. They should study all the proposed clauses to the contract and arrive at tentative agreements.
The negotiators sign an agreement only after all outstanding issues are settled.
Contract provisions in labour agreements generally stipulate details concerning union membership;
the duration of agreement; the procedure for termination or amendment; wages and hours;
overtime; shift differentials; insurance and other benefits; seniority; grievance procedure; and
conditions for hire, promotion, or dismissal.
Role of the Personnel Director:
Collective bargaining, a top management function, is generally the responsibility of operating
executives, with the personnel director participating in a merely advisory capacity. When the
personnel director takes an active role in negotiations, he should be given the title of vice-president.
After a labour contract has been signed, the personnel director plays an active role in implementing
the agreement, usually interpreting the contract provisions to foremen and supervisors, handling or
participating in the grievance procedure, reviewing discharge and transfer cases, and activating
various labour-management committees.
2. Mediation:
Mediation is an attempt to settle disputes with the help of an outsider who attempts to stimulate
labour and management to reach some type of agreement. The mediator, unlike an arbitrator, cannot
decide the issue. He listens, suggests, communicates and persuades. He does not give any award.

5. 3. Conciliation:
Conciliation is merely the bringing together by a third party the two parties in disputes.
4. Arbitration:
Arbitration is resorted to by the parties fail to arrive at a settlement by voluntary method. The
parties to the dispute may then appoint an arbitrator and refer the dispute to him. The arbitration
award is binding upon the parties who referred the dispute to arbitration. Arbitration can be either
voluntary or compulsory.
The employer and employees may agree to settle the dispute by appointing an independent and
impartial person. Mr. V.V. Giri favoured this method of adjudication against the compulsory
adjudication of disputes.
Arbitration provides justice at the minimum cost. An industrial dispute may be referred to an
arbitrator by a written agreement entered into by employer and employees at any time before
referring dispute to a labour court or industrial tribunal or national tribunal.
If the arbitrators are more than one then, one of them will be appointed as umpire. According to Sec 1
OA (3), a copy of the arbitration agreement shall be forwarded to the appropriate Government and
the conciliation officer. The voluntary arbitration first made its appearance in India in the year 1918
when Mahatma Gandhi intervened in the dispute between the Ahmedabad Textile mill owners and
their employees.
How to select person
The employee selection process usually starts with a manager or boss commissioning human resources to
fill a new or vacant position. The manager must first decide what qualifications she desires in a job
candidate. For example, should the person have a college degree, or how many years of relevant experience
is necessary? Once the manager establishes the job requirements, the human resources department places
ads in the local newspaper and online. Sometimes, human resources uses a headhunter find candidates ,
someone who often specializes in a certain field, such as sales.
Reviewing
Review resumes and match each candidate's background to the job requirements. Companies sometimes
receive hundreds of resumes for an ad. However, human resources may only consider a half dozen. During
bad economic periods, a number of candidates may have an education and experience that exceed the
qualifications for the job. Contrarily, it may be tougher to find qualified candidates during good economic
times. Nevertheless, human resources and the hiring manager must determine how many candidates they
can realistically bring in for an interview.
Related Reading: Why Is the Human Resource Selection Process Important?
Screening
The employment selection process may actually include a screening interview, especially if a job candidate
lives out of town. Human resources will usually conduct the screening interview over the telephone,

6. according to the Virginia Tech article on its website titled "Telephone Interviews & Screening".
Screening interviews can help narrow the field of candidates. A telephone interview also helps a company
determine if the candidate has the necessary qualifications to warrant flying him in for an interview.
Interviewing
One of the most important facets of the employment selection process is the face-to-face interview.
Companies have different procedures for personal interviews. Some companies prefer to have all-day
interviewing sessions, where job candidates meet with a different person each hour. During this time,
companies may have the candidates meet with human resources, the hiring manager and other employees.
Another option is having candidates meet with key personnel one day, then inviting themback for second
to meet with some executives.
Selection
The hiring manager will usually ask for feedback from human resources and other employees who
interview the job candidates. The hiring manager may also review her notes, or decide which candidate
would fit best in the open position. Qualifications are only one consideration. The hiring manager will
usually select someone with whom she can work, whether it is the candidate's personality or work ethic.
Testing
The employee selection process can also include testing before a candidate is actually hired. Some
companies require drug screening to make sure candidates do not have a drug addiction. Employees who
work in the insurance industry may need to take a psychological test to determine if insurance is the
appropriate career choice for them. Subsequently, after the drug or personality test, the company makes an
offer to the chosen candidate.