Conflict resolution and employee relation management †Free Samples

Question: Discuss about the Conflict resolution and employee relationship management. Answer: 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 management[1]. 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 setting[2]. 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 hampered[3]. 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 only[4]. 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. 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. 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 [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 [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