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(Solution) New 5HR01 (AC2.1) Distinguish between organisational conflict and misbehaviour

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Description

Solution

(AC2.1) Distinguish between organisational conflict and misbehaviour.

Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. 

Word count: Approximately  400 words
Organisational Conflict

Organisational conflict refers to disagreements or clashes that arise between individuals or groups within a workplace due to differences in opinions, interests, or values (Herrity, 2023). It can manifest in both structured and unstructured ways, such as formal strikes, overtime bans, or protests, and often involves disputes over work conditions, policies, or decision-making. For example, a conflict may arise when employees are unhappy with new management decisions, such as changes to their benefits or working conditions, leading to a strike or a work-to-rule action where employees only perform their specific duties without engaging in any extra work. This type of conflict typically arises from collective grievances, which may be formally addressed through channels such as trade unions or employee committees (CIPD, 2020).Organisational conflict can often escalate if not properly managed, affecting morale, productivity, and overall workplace harmony.

Organisational Misbehaviour

Organisational misbehaviour refers to actions that are disruptive or deviant, but not necessarily part of an organised, collective effort (Faragher, 2020). Misbehaviour often involves individual or small group actions that defy established norms or rules within the organisation. Examples include absenteeism, sabotage, fraud, or walking out without prior notice. For instance, an employee may repeatedly call in sick, take longer breaks than allowed, or intentionally damage company property to express dissatisfaction or frustration. Unlike organisational conflict, misbehaviour is generally unorganised, and the root cause may stem from personal grievances or a lack of alignment between the employee’s values and the company’s expectations. Misbehaviour can disrupt productivity and create a toxic workplace environment, but it is often more difficult to address since it can be isolated or covert.

Differences between Organisational Conflict and Misbehaviour

Aspect Organisational Conflict Organisational Misbehaviour
Nature Collective and structured, often driven by group dynamics. Typically arises due to a shared grievance or demand among employees. Individual and unstructured, stemming from personal discontent, poor work habits, or a lack of engagement.
Cause Disagreements over policies, decisions, or working conditions, such as pay, benefits, or working hours. Personal grievances, lack of engagement, frustration with management, or feeling undervalued or mistreated.
Examples Strikes, overtime bans, work-to-rule, protests. Employees come together to challenge or alter certain practices. Absenteeism, sabotage, fraud, walking out. Individual actions that disrupt productivity or undermine trust.
Management Response Typically involves formal negotiation, mediation, or the involvement of trade unions to resolve disagreements. May require changes to workplace policies or procedures. Requires immediate disciplinary action, counselling, or performance management interventions to address the misbehaviour.
Impact May involve large groups, creating significant disruption across the organisation, often leading to shifts in policies or work culture once resolved. Usually affects individual performance but can escalate if unchecked, leading to wider team or morale issues if not addressed.
Scope Broader, affecting multiple employees or groups within the organisation, often related to structural or systemic issues. More isolated, often concerning specific individuals or small groups, although cumulative instances may influence wider culture.
Resolution Resolved through structured processes like collective bargaining or conflict management procedures, aiming for long-term improvements in workplace conditions. Resolved with corrective measures like individual coaching, warnings, or other punitive actions, aimed at preventing recurrence.

 

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