Employee Relationship Management in Hospitality Industry Essay

This essay provides a comprehensive analysis of industrial conflict within the hospitality industry, exploring various types such as economic and non-economic disputes, strikes, work-to-rule, and sabotage. It outlines the stages of conflict, from potential opposition to outcomes, and examines the impact of organizational structure and individual variables on conflict development. The essay delves into conflict management strategies, including traditional, interactional, and behavioral approaches, and discusses short-term and long-term methods for coping with conflict, such as avoidance, mollification, reconciliation, negotiation, mediation, arbitration, and majority vote. The role of managers in defining conflict management strategies is highlighted, emphasizing the importance of understanding organizational aims, cultural diversity, and teamwork within the hospitality sector to effectively resolve disputes and foster positive employee relationships. This essay is designed to assist students in understanding industrial conflict and its management within the hospitality sector.

Running head: MANAGING EMPLOYEE RELATIONSHIP
Managing Employee Relationship
Name:
Institution

MANAGING EMPLOYEE RELATIONSHIP
Introduction
Industrial conflict refers to all the dissatisfaction expressed by employees
especially those pertaining to an employment contract in an organization. Industrial
conflict may be divided into formal or informal. Formal conflict is where employees
express their grievances through a trade union or work representative. Informal industrial
conflict is not based on any systematic approach. Informal industrial conflicts include
strikes, absenteeism, and others. Since conflict is natural and inevitable, they may cause
dysfunctional or functional outcomes to the organization. Management style may also
impact the occurrence of conflict in an industry. Therefore, conflict management is
important for the efficiency and effectiveness of an organization.
Conflict may arise in different ways such as differences in job definition,
codependency of jobs, organization structure and duties. The hospitality industry is
divided into different sectors, which are the accommodation and lodging and ranges from
the caravan grounds, camping, resorts and budget hotels, foods and beverage, travel and
tourism and the entertainment industry. Organizations in the hospitality and service
industry sell customer satisfaction. Hotels also sell customer satisfaction, not rooms and
beds (Dhanesh, 2014). Meeting customer service challenge may be a big challenge. For
the organization to thrive, the staffs should be skilled in conflict prevention among clients
and customers and recovery of complaints from customers.
Managers should help to prevent conflict within the industry and outside the
industry. Staffs of any organization should be prepared to deal with hostile customers and
difficult customers in order to prevent conflict. Since customers are the backbone of

MANAGING EMPLOYEE RELATIONSHIP
every organization they should be treated in a nice to gain their loyalty. Sometimes
employees may use a language that may put off customers creating problems which may
affect the entire hospitality industry. The organization should, therefore, teach staffs
cooperative communication, how to handle conflict and how they can solve if they arise.
This essay discusses the industrial conflict in the hospitality industry.
Types of Industrial Conflicts in the Hospitality Industry
There are several types of industrial conflict such as economic dispute. These
disputes arises due to economic reasons such as the demand for higher wages and salaries
by employees. This results from increased cost of living, demand for allowances and
bonuses due to extended hours of working and overtime, higher profits by the
organization hence employers may demand a certain percentage share in the profit
(Saeed, Almas, Anis-ul-Haq & Niazi, 2014). Another type is non-economic disputes. The
conflict arises due to several issues like unhealthy working conditions, working for long
hours without rest or breaks, modernization and enhancement of technology. As a result,
this leads to replacement of human labor with machinery, indiscipline and unfair
treatment of subordinates by managers or supervisors, weakness of the labor union. The
aim is to make sure that the employees’ rights are upheld by the employer and improper
communication between union and management (Ajayi & Buhari, 2014). A strike is also
a type of employee dispute in the hospitality industry. A strike is the temporary
withdrawal of employees from services contrary to the employment contract. It is a form
of industrial conflict which is usually organized by the trade union that represents
employees in that particular organization or sector.

MANAGING EMPLOYEE RELATIONSHIP
During the strikes, the members of the trade union ensure that there are no other
means of getting the services which the employers have refused to provide. Strikes
always prolong until the management addresses the cause or causes of dissatisfaction by
employees (Song & Tønnesson, 2013). Work-to-rule is a formal industrial action for
expressing dissatisfaction in the hospitality industry. It happens where workers strictly
adhere to the legal terms of the work contract. They become rigid and work like pre-
programmed machines and they do not accept any extra work that may be allocated to
them. For example, a nurse may intentionally refuse to answer a phone call for a doctor
since answering the call is not part of the terms and condition in the job contract. Work to
rule is not punishable since it does not go against the formal terms of the contract.
Additionally, sabotage is an informal industrial conflict that happens when workers
intentionally destroy the organization’s reputation and production (Zhang, Chen & Sun,
2015). Employees may slow down the process of production, disabling machines
temporarily or slandering the organization. Employees who engage in sabotage usually
use other people or hide there their identities.
Stages of Conflict
Conflict is born and grows in an organization. The following five stages cover the
start, rise and unfold among groups and individuals having different interest, goals, and
values of the hospitality industry. The first stage is the potential opposition where there
are conditions that bring about opportunities for the development of conflict. These later
lead to the creation of opportunities for rising of organization’s conflict (Serneels &
Verpoorten, 2015). Conditions which cause conflict include communication that is, noise

MANAGING EMPLOYEE RELATIONSHIP
in the communication channel, too much communication and little communication may
be a foundation for conflict.
Another condition is the structure of the organization such as the size, the degree
of specialization in the tasks allocated to group members, goal compatibility, reward
system, leadership styles. The size and specialization of a task may stimulate conflict in a
way that, a large group with more specialized activities is likely to have conflict.
Conflicts tend to be high when group members are younger and the turnover level is high.
More so, personal variables may lead to conflict example the authoritarian and dogmatic
individuals (Spaho, 2013). The second stage is intentions. In this stage, parties look for
conditions that create opportunities for conflict to arise and how to end them. The conflict
handling intentions include competition which is the desire for individuals to satisfy their
own interests regardless of their effects on other parties. Collaborating refers to the desire
to satisfy other parties, avoiding is the desire to suppress conflict, accommodating is the
desire to put an opponent’s interest above a person’s interest and compromising where
each party is perfectly willing to give up on something.
Behavior is the third stage and this is the stage at which conflict becomes visible.
The behavior stage includes actions, reaction and the statements made by conflicting
parties. The fourth stage is the outcomes. At this stage, action-reaction between
conflicting parties takes place leading to some outcomes. The outcomes may lead to
improvement in the performance of the industry. A conflict is constructive when it
enhances the quality of decisions and stimulates creativity.
Conflict management in the hospitality industry

MANAGING EMPLOYEE RELATIONSHIP
Conflict management comprises of conflict reconciliation and turning destructive
conflicts into constructive costs. Conflict avoidance and management are some of the
main issues facing the hospitality industry. Managers are forced to define various conflict
management strategies. The method used for conflict management may be short term or
long term methods (Rocha, Dias & Dimas, 2013). Therefore, managers must decide on
proper methods either permanent or temporary solutions. Also, methods which are used
to manage conflict depend on the management style in the hospitality industry. During
the management of conflict, managers should determine the origin of conflict and devise
the most appropriate management style (Katz & LaVan, 2012). Managers in the
hospitality sector whose main aim is to deal with conflicts must be aware of
organizational aim, cultural diversity, the importance of varied groups and teamwork
within the hospitality organization.
Managerial conflict approaches in the hospitality industry
Some of the approaches used in the hospitality industry include the traditional
approach which deals with disruptive and destructive aspects of conflicts. The aspects
should be avoided in the industry since they do not put into consideration the productive,
creative, improving and changing aspects of the hospitality industry. This approach sees
conflict as something that is undesirable and which an organization can avoid. Managers
have an important duty of clearing the undesirable conflict in good time. According to the
traditional approach, conflict hinders the smooth running of the organization process and
leads to a reduction in the performance of the hospitality industry. Conflict results to
nonfunctional outcomes such as lack of trust and clarity between individuals,
communication, and insensitivity of towards needs of workers.

MANAGING EMPLOYEE RELATIONSHIP
Another approach is the interactional approach. This approach is based on the
modern understanding of management and organization. This concurs with the
inevitability of conflict in the hospitality industry. This approach differs with the
behavioral approach in a way that it accepts conflict (Ome, 2013). It sees conflict as a
tool that can lead to changes and innovation in a group that is compatible and
cooperative. It further argues that organizations which do not experience conflict are
subjected to immobility, destruction, and lifelessness. Behavioral as an approach to
conflict in hospitality industry considers people in the organization as human beings who
are social in nature and deals with human relations and behaviors hence conflict is an
important part of the organization life (Yirik, Yildirim & Çetinkaya, 2015). This defers
with the traditional approach. In addition, this approach states that conflict is natural and
cannot be avoided and sometimes it is useful to the organization’s performance.
Methods of coping with conflict in the hospitality industry
The methods for coping with conflict can be short term or long term methods. The
short-term methods include avoidance which is considered as the most natural way of
solving conflict (Odetunde, 2013). A party that uses avoidance method willfully stays out
of conflict and when conflict arises they prefer to leave the setting which they find
conflicting or carry on with their duties without showing interest in the activities with
they believe might arise conflict. Mollification is also a dispute resolution method which
is most appropriate when a short-term goal is desired (Perez, Notelaers & Rubio, 2016).
In cases where the conflict is important for the parties involved, ignoring the feelings of
the parties would not be effective in clearing the conflict hence suppression can be used
as an effective tool.

MANAGING EMPLOYEE RELATIONSHIP
Reconciliation may be an efficient way of solving a conflict in the hospitality
sector. This involves the unification of the conflicting parties in harmony with common
benefits leaving behind their own interests. Both parties come to a mutual agreement and
sacrifice in order to get a common ground that would be acceptable in a mutual manner.
Therefore, there is no specific loser or winner addressed in this technique. Another
method is negotiation which involves solving conflict through an agreement where one of
the parties could decide to meet by mutual agreement (Karatepe, 2013). Negotiation
involves a third whereby each party may consult a lawyer before coming to an agreement
so that both parties are aware of their duties and rights with respect to that dispute.
Mediation as dispute resolution involves a neutral party that assists the parties in
solving a conflict. The third party is called the mediator and it facilitates communication
between the parties. The mediator manages the communication between the parties in a
fairly, honestly and impartially way. Mediators do not act as judges or arbitrators. They
identify the problem leading to the dispute and assist in clarifying the issues in the
conflict (Ivanov, Stoilova & Illum, 2015). Mediation takes place privately and decisions
are made in a private manner.
Additionally, arbitration also assists in conflict resolution and decisions are also
made by a third party. The arbitrator listens to the case presented by the conflicting
parties and makes a judgment or an award. The award may be filled in a court and
affirmed as a court judgment. The arbitrator makes arrangements for the meeting between
the parties and makes a decision on the issues to be resolved. Sometimes resolving a
conflict the majority vote should be considered and is suitable for large groups of people
(Hon & Chan, 2013). The democracy aspect must be upheld and any party should not be

MANAGING EMPLOYEE RELATIONSHIP
subjected to oppression and domination. Leaving decisions to the higher, management
may also be an effective way of conflict resolution. This is handled by the manager in the
highest hierarchy supervising both parties. This method is efficient in conflict mitigation
since parties are forced to comply even though they may not be in agreement with the
decisions (Oore, Leiter & LeBlanc, 2015). Contrary, this method instead of bringing an
in-depth analysis of the dispute brings the results only.
The long-term methods for conflict resolution in the hospitality industry include
political approach which entails the use of manipulative language or tools. An example is
promising those employees who are resistant to new technology for fear of job loss and
job position concerns new job positions. Increasing resources may also work as a dispute
resolution method through looking for ways of increasing resources if the dispute was as
a result of scarce resources (Gasiorek & Giles, 2013). If the employees in the hospitality
have enough financial resources, adequate departmental staff, and personnel with
material and better equipment will stop being in conflict and work harmoniously.
Also, solving the problem and is a style that involves the problem by defining the
conflicting parties, revising the reasons for disputes, presenting different alternatives and
bringing them together so that appropriate course of action can be taken on which both
parties can agree on. A solution that could be agreed on by the conflicting parties is
examined hence no party will compromise with the decision (Garaigordobil & Valderrey,
2015). The manager in the hospitality industry helps the conflicting employees to find the
best solutions to the problems that they are facing. Besides, setting superior purposes as
conflict resolution method entails determining the effective, extensive and most
important purposes than those of the parties at conflict. This assists the parties to leave

MANAGING EMPLOYEE RELATIONSHIP
behind the differences befalling them and focus on more important and extensive
purposes.
Impacts of conflict in the hospitality sector
Organizations always strive to achieve their objectives but they are hindered by
challenges which they must overcome. The challenges create room for conflict between
other organizations, members, and parties involved in the accomplishment of the
organization’s mission (Dignath, Kiesel & Eder, 2015). Conflict in the hospitality may
lead to mental health concerns in the organization which causes members to be frustrated
if they feel that their opinions are ignored which adversely affects their professional and
mental lives. Industrial conflicts in the hospitality sector may lead to a decrease in
productivity. When an organization like hotels or foods and beverage industry put their
focus on conflict management instead of focusing on core goals of the organization it
reduces the output, loss of money and access to essential resources (Crowley, Payne &
Kennedy, 2014). Conflict may also lead to employee turnover. Some employees who get
frustrated by the level of conflict in an organization may opt to end their contract. When
the turnover is high the organization will need to recruit new workers to make the
organization to incur extra costs in training and recruiting (Carneiro, Novais, Andrade,
Zeleznikow & Neves, 2013). If the turnover becomes extreme, it may lead to dissolution
or step by executive members.
Conflict may lead to violence if an organization fails to manage it in time. In
addition, conflict may have positive impacts on the hospitality industry. Conflicts inspire
creativity as members view it as a chance for finding creative solutions that will help

MANAGING EMPLOYEE RELATIONSHIP
them in tackling organization problems. It also leads to improvement in future
communication by bringing members together and learning from each other (Brubaker,
Noble, Fincher, Park & Press, 2014). When there is conflict in the organization it can
give members the tips or strategies of solving future conflicts. Conflict can bring about
respect and sharing of opinions among members. Members of the organization may as a
team to solve a conflict by sharing their opinions (Baillien, Bollen, Euwema & De Witte,
2014). Conflict in an organization can help in the identification of new members. Some
members silent and contribute little. When conflict arises, it inspires the silent members
to demonstrate their skills in leadership by providing meaning solutions to the issue
facing the group or hospitality industry in general.
Strategies Used in Conflict Resolution
The conflict resolution strategies are implemented in the presence of some factors
such as making use of time effectively, empathizing with a company’s members, having
the will to solve issues, restricting negative politics, contributing to a company’s mission
membership, and monitoring development, among others. These strategies comprise of;
The lose-lose strategy involves a situation where all the involved parties lose. In
an incidence where conflict arises, the parties involved are convinced to withdraw and
none obtains what they desired or the party accused of causing the conflict is discharged
from duty through payment of compensation (Beardsley & Lo, 2014). Implementation of
the strategy results to none of the parties being recognized as being right. However, the
party that lost gains a little as a result of compensation payment.

MANAGING EMPLOYEE RELATIONSHIP
In a win-lose strategy, parties involved in a conflict do not seem to see their
opponents position as they enhance their interests and authority. This strategy is
applicable only when one party perceives itself to be more powerful than the other party
(Baguma, 2013). On the other hand, a win-win strategy is a problem-solving approach.
With the win-win strategy, the mutual integration of the conflicting needs is considered.
The strategy’s primary objective is to ensure that all the parties involved in a conflict are
successful
Conclusion
Industrial conflict is the difference between employers and employees, employer
and workmen or workmen and workmen in an organization. Conflict is inevitable is
essential for the healthy running of an organization. Conflict in the hospitality industry
may arise due to inadequate or lack of resources, values, and perception. Conflict passes
through the potential conflict stage, comprehension and personalization, behavior and the
last stage is the consequence stage. Conflict undergoes the birth, growth and an ending
stage. There are several approaches to conflict management in the hospitality industry
which include, traditional approach, behavioral and interactional approach. More so,
every organization should look for a way of solving conflict to allow for smooth running
or organization activities. The methods short term used by hospitality industry include
avoidance, mollification, arbitration, mediation, reconciliation, voting, leaving the
decision to the higher management and negotiation.
On the other hand, the long-term methods are solving the problem, setting
superior purposes, increasing the resources, using political approach and changing

MANAGING EMPLOYEE RELATIONSHIP
behavior. An organization has strategies for conflict resolution such as lose-lose, win-lose
and win-win strategy. There are several types of conflict in the hospitality industry which
are sabotage, economic disputes, non-economic disputes, and strikes. Furthermore,
conflict may impact an organization positively or negatively. The negative impacts of
conflict include violence, employee turnover, a decrease in productivity and mental
health concerns. The positive effects include the improvement of future communication,
share, and respect of opinions and inspiration for creativity.

MANAGING EMPLOYEE RELATIONSHIP
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