Conflict Resolution and Employee Relation Management Analysis

This report delves into the critical aspects of conflict resolution and employee relations management within an organizational context. It begins by defining employee relation management and its significance in fostering a productive work environment, highlighting the core competencies of an employee relation manager, such as identifying employee needs, nurturing relationships, and addressing grievances. The report then focuses on conflict resolution, emphasizing its importance in mitigating various types of conflicts, including interpersonal disputes, discrimination, and bias. It explores both formal and informal conflict resolution methods, detailing the interventions employed by employee relation managers in conjunction with human resource and operational management. The report underscores the benefits of effective employee relations management, particularly in resolving conflicts and promoting organizational citizenship behavior, ultimately contributing to improved productivity and employee satisfaction. The report concludes by summarizing the key takeaways and emphasizing the role of the employee relation manager in establishing and maintaining positive relationships within the organization to ensure smooth operation and success.

Running head: CONFLICT RESOLUTION AND EMPLOYEE RELATION MANAGEMENT
Conflict resolution and employee relation management
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1CONFLICT RESOLUTION AND EMPLOYEE RELATION MANAGEMENT
Table of Contents
Introduction: 2
Employee relation manager and conflict resolution: 2
Core competencies in conflict resolution: 3
Conclusion: 4
References: 5

2CONFLICT RESOLUTION AND EMPLOYEE RELATION MANAGEMENT
Introduction:
In the present multidimensional corporate industrial environment there are a vast variety of
different individuals working in a collaborative and cooperative harmony with each other.
However, with so many different individuals belonging to different fields and having differential
expertise the productivity and performance of the organization often depends heavily on each
other, and hence there is a need for a valid and effective employee relation management1. This
assignment will focus on core competencies and responsibilities of an employee relation
manager and how it relates with conflict resolution, an inevitable concept in the present day
corporate scenario.
Employee relation manager and conflict resolution:
On an elaborative note, employee relation management can be defined as the process that the
corporate organizations utilize in order to smoothly operate or facilitate all different kinds of
employee interaction with the ultimate goal of achieving ultimate productivity and performance
benchmark for the company. There are many core competencies and responsibilities of a
employee relationship manager, such as identifying objectives of the employees and how they
can met them without any hassle, determining the employee needs and grievances to be able to
support better performance and job satisfaction for them, establishing and nurturing the
interpersonal relationship among the employees, and lastly monitoring and measuring the
progress of the interventions applied to improve employee interaction and co-operation in the
organizational setting2.
1 Hong Wang and Yanshen Sun, 'Applying Bi-Directional Link Mining In Personalized Recommendation'
(2014) 9 Journal of Software.
2 Marescaux E, S De WinneA Forrier, 'Developmental HRM, Employee Well-Being And Performance: The
Moderating Role Of Developing Leadership' [2018] European Management Review

3CONFLICT RESOLUTION AND EMPLOYEE RELATION MANAGEMENT
Core competencies in conflict resolution:
Among the various other benefits being garnered by the corporate companies, the most
important benefits that any organization can get from an able and effective employee relations
management is the interpersonal conflict and dispute resolution help. It has to be mentioned that
in a multinational organizational organization, there can be various different kinds of conflict,
such as interpersonal conflict, stigmatization or discrimination, and even gender biasness.
Regardless of the kind of the organizational conflict, the impact can be heavy on the best
interests of the organization, and hence the implementation of employee relationship
management facilitates a streamlining intervention in order to safeguard the best interests of both
the employees involved in the process and ensuring that the productive harmony of the
organization is not hampered3.
It has to be mentioned that there are two basic modes of conflict resolution or dispute
management, formal and informal. In both cases the main the intervention methods is attempted
by the employee relation management in liaison with Human resource management and
operational management of the organization. In case of informal conflict resolution, the
interventions are usually employed at an early stage, by the means of a one to one meeting or
counselling sessions of the parties involved with the employee relation manager only4. In cases
where informal conflict resolution does not bear any fruit, the formal management technique is
employed with the help of higher authorities where a more legislative guidelines are employed to
resolve the formal complaint lodged by one or both of the parties.
3 Liu L, L InlowJ Feng, 'Institutionalizing Sustainable Conflict Management In Organizations: Leaders,
Networks, And Sensemaking' (2014) 32 Conflict Resolution Quarterly
4 Nan S, 'Consciousness In Culture-Based Conflict And Conflict Resolution' (2011) 28 Conflict Resolution
Quarterly

4CONFLICT RESOLUTION AND EMPLOYEE RELATION MANAGEMENT
Conclusion:
The employee relation manager needs to efficiently establish and nurture relationship among
the employees with each other and the organization as well, in an attempt to facilitate
organizational citizenship behaviour. However, the most benefit to the organization from the
construct of employee relation management is by conflict or dispute resolution and management.

5CONFLICT RESOLUTION AND EMPLOYEE RELATION MANAGEMENT
References:
Hong Wang and Yanshen Sun, 'Applying Bi-Directional Link Mining In Personalized
Recommendation' (2014) 9 Journal of Software.
Liu L, L InlowJ Feng, 'Institutionalizing Sustainable Conflict Management In Organizations:
Leaders, Networks, And Sensemaking' (2014) 32 Conflict Resolution Quarterly
Marescaux E, S De WinneA Forrier, 'Developmental HRM, Employee Well-Being And
Performance: The Moderating Role Of Developing Leadership' [2018] European Management
Review
Nan S, 'Consciousness In Culture-Based Conflict And Conflict Resolution' (2011) 28 Conflict
Resolution Quarterly