Analysis of Conflict Management and Employee Relations at REBU

This report delves into the critical aspects of employment relationship management, focusing on organizational conflict, misbehavior, and the distinction between formal and informal conflicts. It highlights essential skills for handling grievances and disciplinary actions, emphasizing the importance of effective communication. The report assesses various approaches to enhance employee engagement, including surveys, suggestion schemes, and team meetings, while also differentiating between employee involvement and participation. Furthermore, it examines actions employees might take during conflict, emerging trends in conflicts and industrial sanctions, and methods such as conciliation, arbitration, and mediation for resolving disputes. The analysis extends to unfair dismissal law, providing a comprehensive overview of strategies for REBU to promote positive work practices and maintain a healthy employee-employer relationship. This student-contributed assignment is available on Desklib, where students can find a wealth of study resources.

EMPLOYMENT RELATIONSHIP
MANAGEMENT UNIT 4
TASK 2

Table of Contents
 Introduction
 The differences between organizational conflict and
misbehaviour
 Formal and informal conflict
 Two skills required to successfully handle grievances and
disciplinary at work and the importance of handling these
effectively so REBU can avoid legal claims
 Action an employee might take during conflict
 An assessment of the emerging trends in conflicts and
industrial sanctions
 A distinction of the following three methods

Introduction
 Employment relationship management is becoming
the main requirement of the organization because in to
gain long term profitability rate, there is a requirement
to pay more attention on the employees.
 Every organization needs to implement some specific
activities so that they can effectively maintain good
relationship with their employees.

The differences between organizational conflict and
misbehaviour
 Organizational misbehaviour includes the behaviour of
employees or any other person in the organization that is
not supposed to be happened.
 The main difference between organizational misbehaviour
and organizational conflict is that the misbehaviour causes
conflicts in the workplace.
 Misbehaviour is a small concept as compared to conflict
because conflict is a wide concept which includes various
kinds of conflicts that is formal and informal conflicts.

Formal and informal conflict
 The formal and informal conflicts are different from each other and require different resolution process to be
followed by the organization.
 In order to understand the difference between formal and informal conflict the resolution process of both the
conflicts will help.
 In order to resolve former conflict individuals and employees are required to initiate formal complaint in the
workplace with the help of filing of complaint or grievance according to the system followed in the
organization.

Two skills required to successfully handle grievances and disciplinary
In order to handle the grievances and disciplinary at workplace it is
essential for the managers to have effective skills that are required to
manage these grievances. The two skills that are required to handle
grievances and disciplinary at work are given below:-
 Communication skills: Communication skills are the most important
skills to handle any grievance and disciplinary because it helps a
manager to receive and send the message in successful manner.
Effective communication skills will help the manager to avoid the
grievances and provide effective solutions for handling any kind of
grievances at the workplace.

An assessment of surveys, suggestion schemes and
team meetings as approaches that can be used drive
employee engagement
 Team meetings can be used to enhance
employee participation.
 This is because team meetings provide
employees a platform to voice their
concerns and put forward their viewpoints
and ideas on various business activities.

A discussion of the differences between employee
involvement and employee participation
 Employee involvement is defined as
the systems which enable employees to
input their opinions on various
business decisions.
 On the other hand, employee
engagement refers to the degree of
enthusiasm and dedication employees
feel towards their job.

A conclusion explaining the concept and design of
better working lives in order that REBU to promote
good physical and mental health work practices
 It is important for business firms to maintaining
positive work life balance through employee
engagement and employee involvement as it
helps the company increase employee
satisfaction.
 In addition to this, employees are able to
maintain enthusiasm towards work which
increases organizational productivity and
lowers possibility of employee burnout.

Action an employee might take during conflict
Basis One Action Key feature Its difference
Official Action taken by employees
as an industrial action and
which the employees select
the option to call of a short
strike and lockout in the
organization.
Provides justice under law.
It is justified way to show a conflict
and protest in the organization
This has been authorized by trade
union.
In case of official action the employees
are able to file a suit against the
employer in case of increasing conflicts.
Whereas in an official action the
employees does not have a fair chance to
file a suit against employer.
An official action has been authorized by
trade union whereas unofficial action is
not authorized by trade union.
Unofficial election results in a short
strike and lockout whereas an unofficial
action will result and spontaneous and
disruptive gatherings in the workplace.
Unofficial Spontaneous and
disruptive gathering
caused by employees in
the organization without
taking authorization from
the trade union can be an
action which can be
included in unofficial
action.
It is a spontaneous action taken by
employees.
It can be result in increase of
conflicts in case of wrong demand
by employees
It is not approved by the trade
union(Cowan, Clayton, and
Bochantin, 2021).

An assessment of the emerging trends in
conflicts and industrial sanctions
 Emerging trends in construction industry of sanctions will includes the different ways of conflict and protest
that has been adopted by employees most commonly in the organizations these days.
 The adaptation of modern work and technology in many organization has diminishes the use of trade union
in the industries which will provide completely different trend to the ways of conflict and protest that has
been adopted by employees these days.

A distinction of the following three methods
 In order to provide a grievance system the company REBU has an option to provide three basic
methods to the employees through which the employees will be able to resolve their conflicts formally.
 This redressed system will help the company to resolve the conflict internally so that the employees
are not required to escalate to the employment tribunal.
 These three methods are the conciliation arbitration and mediation. For the purpose of REBU, the
company has an option to choose arbitration and conciliation for the purpose of resolving conflicts
formally in the organization. The similarities differences and key features of these arbitration and
conciliation are explained below: -

The principles of the key legislation relating to
unfair dismissal law and outline the process
 Unfair dismissal refers to the situation in which employee is dismissed from the workplace with unjust
unreasonable or harsh manner.
 It has been provided that the dismissal of a qualifying employee will be considered unfair until the employer
has depicts the valid reason for such dismissal from the organization.
 This principle provides for the five valid reasons in which the employee can be dismissed from the
organization in the unfair dismissal is on the grounds of capabilities any misconduct by the employee by the
reasons of redundancy and other substantial reasons which provides the dismissal a justification by the
employer.

References
 Brinsfield, C.T. and Edwards, M.S., 2020. Employee voice and silence in organizational behavior.
In Handbook of research on employee voice. Edward Elgar Publishing.
 Butler, M., 2018. Labour Law in Great Britain. Kluwer Law International BV.
 Cowan, R.L., Clayton, E. and Bochantin, J., 2021. Human resources as an important actor in workplace
bullying situations: Where we have been and where we should go. Pathways of Job-related Negative
Behaviour, pp.477-494.
 Feng, J. and Xie, P., 2020. Is mediation the preferred procedure in labour dispute resolution systems?
Evidence from employer–employee matched data in China. Journal of Industrial Relations, 62(1), pp.81-
103.

Thank You