In the light of my experience, it is being observed on all the working platforms, that I did not experience complaints (formally/informally) not coming from both sides, except maybe very few. None of the regulations or policies proven to be perfect in resolving and/or troubleshooting the issues to a recognizable percentage of satisfaction for both the parties, hence cause the impact on productivity negatively. It is probably due to the missing of some reasonable triggers yet to be incorporated in the strategies of human resource management. This issue seems to be addressed by a group of social scientists from different parts of the world utilizing their respective experiences and data support.
The implementation of Spirituality based leadership as a non-financial strategic tool can be a solution. Proactive leaders are spiritual leaders who can modify the way others "see" and "act." They take on circumstances and affect the mindset and actions of other individuals to reach a shared purpose that will potentially favour the community or organization as a whole.
Not all organizational conflicts are equal in the sense that they can occur at different levels and do not necessarily have to do with self-interest. To wit, organizational conflict can take place at four levels: (a) intra-individual/intra-personal; (b) interpersonal; (c) intra-group; and (d) inter-group. (Some would also point to the inter-organizational dimensions of conflict.) Also, conflict can owe to task, relationship, and/or process-related issues. Lastly, and of immediate relevance to this particular query, many hold that conflicts are not necessarily bad. To foster learning, adaptation, and evolution in the workplace, organizations should capitalize on its functions and dysfunctions with mindfulness, improvisation, and reconfiguration.
Olivier Serrat you said verbatim ' Lastly, and of immediate relevance to this particular query, many hold that conflicts are not necessarily bad.' - with which I completely agree. But doesn'T it all come down to the individual and his/her thinking that is gleaned over the surface with respect to keeping such emotions as souveniers and carrying them on with them for the rest of their lives ot to just move on and handle everything maturely. Don't you think that the society we live in today, many are inebriated rather than being mature about such petty issues, making a big deal out of it? How would you think that this could have a solution or perhaps, an improvisation to organizational and individual development?
Its very difficult task in the world but can be done by respecting the rights of each others.
The strategies for managing interpersonal, intragroup, and intergroup conflicts, each revealing different levels of concern for self and others, are (a) integrating—resolving problems to reach an effective solution acceptable to all disputants; (b) obliging—satisfying the concerns of the other party to preserve a relationship and perhaps obtain something in exchange; (c) dominating—achieving a win–lose resolution that is in the best interest of one group and at the expense of the other; (d) avoiding—sidestepping situations; and (e) compromising—seeking a resolution that satisfies at least part of each party's demands. Interest-based relational approaches to integrating, viz. item (a) above, urge protagonists to make mutual respect and good relationships the first priority, keep people and problems separate, listen very carefully (before talking) to the grievances presented, set out what verifiable specifics give reasons for the conflict, and explore options together. (Third-party interventions can help integrate too.)
To get rid of conflicts between employer and employees:
- both parties shall know their duites and responsibilities and execute well
- both parties shall work towards the goal of the organization
- There needs to be effective commuincation between the two parties
- both parties need to have required organizational, interpersonal and technical skills appropriate to execute their responsibilities
- There needs to be conducive working environment.
https://www.utsystem.edu/offices/general-counsel/intellectual-property/procedure-managing-conflicts-interest
You can also check the below article-
https://www.emerald.com/insight/content/doi/10.1108/PRR-02-2021-0010/full/html
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