1 in 4 of us have an ongoing difficult relationship at work, finds CIPD report

• 02 Apr 2015

 

Managers can avoid workplace ‘fracas’ by diffusing tension early on

New research from the CIPD, the professional body for HR and people development, highlights that one in three UK employees (38%) have experienced some form oif interpersonal conflict at work in the last year – this includes one in four (29%) who have had isolated disputes or clashes and a further one in four (28%) who report ongoing difficult relationships. The CIPD is warning that mangers have a key role to play in diffusing tensions early on as workplace conflict can have a major impact on employee wellbeing and  business outcomes, with as many as one in ten employees leaving their organisation as a result.

The report, Getting Under the Skin of Workplace Conflict, found that conflict manifests itself in a number of ways at work, the most frequently cited one being lack of respect, according to 61% of respondents. Alarmingly, one in every 25 respondents who had experienced conflict at work in the last year, said that they had experienced the threat of or actual physical assault at work. The CIPD is urging employers to build a business culture that supports positive working relationships and channels which mean that any workplace conflicts can be dealt with early on before it escalates and becomes unmanageable.

When conflict does arise at work, it’s most often perceived as being with line managers or other superiors (36%) rather than with direct reports (10%), highlighting the important influence of the power balance in how conflict is experienced. In other words, the junior person in the relationship is more likely to identify the issue as a problem, while the senior person either didn’t identify it as a problem in the first place or sees it as having been resolved.  The most common cause of conflict is a clash of personality or working style (44%) rather than a conflict of interest as such. Individual performance competence and target setting are also among the issues most likely to spark conflict, with promotions or contractual terms of employment being less influential.

The report found that there is a clear power differential at play with employees being most likely to perceive a lack of respect, bullying or harassment from their boss or other superiors and as many as 1 in 4 said that their line manager actively creates conflict.

Jonny Gifford, Research Adviser at the CIPD, comments:  “All too often, employers brush workplace conflict aside, putting it down to a difference of opinion. but it’s clear that it has a serious impact on our working relationships, wellbeing and productivity. Line managers have a crucial role to play here. For the most part they are seen as a positive influence in helping to create strong, healthy team relationships, but there’s still a clear case for developing managers and providing them with the skills they need. We need managers who can both build robust teams, where challenges can be made in a non-threatening way, and nip conflict in the bud before it has the chance to escalate. These are not generally seen as part of a core skills set for line managers and that view needs to change.”

The CIPD’s report found that in some instances, conflict has become unworkable, resulting in one in ten people leaving a role either by moving to a another role in the organisation, resigning or being dismissed. There are other impacts as well; individuals feeling stressed is the most common one, followed by a drop in commitment or motivation. One in seven cases, (14%) said that there had been a drop in productivity and in 6% of cases, stress levels escalated to a point where an individual went off work sick.

Gifford continues: “Both ongoing difficult relationships and isolated incidents at work can have major ramifications for employees’ personal wellbeing and morale and serious implications for the organisations through demotivation, absence, and employee churn, not to mention the time it can take management and HR to resolve disputes.

With one in ten people leaving their role as a result of it and one in seven saying it affects their productivity, interpersonal conflict is something that no business can ignore.”

When it comes to dealing with conflict, the most common approach tends to be informal, with individuals discussing the matter with their manager, HR or Personnel team, or the other person involved. We also look to our friends and family for support and advice – women are twice as likely as men to do this – but this does not seem to bear any relation to how well the conflict is resolved.

The CIPD has the following advice on tackling conflict management in the workplace:

More scope for mediation: In the CIPD’s survey just 1.5% of employees who had experienced conflict used mediation as a tool to resolve interpersonal conflict but 46% of employees surveyed overall thought that it was an effective approach to dealing with workplace conflict and more than one in ten (13%) felt that they personally had had a relationship that would have benefitted from mediation. This points to an unmet demand for alternative forms of dispute resolution (ADR). Line management matters: Line managers have a key role to play in creating good working relationships at work and would benefit from particular training on managing and resolving conflict within the team as well as understanding how they need to protect their team in conflict situations resulting from external influences, e.g. suppliers, the general public if in public-facing roles, etc. Develop a suite of options for conflict resolution: While the survey supports the value of more informal approaches to resolving conflict, it also confirms the importance of having formal grievance and discipline procedures. However, in some cases, such as in conflict rooted in personality differences, they do not seem to help. Employers should therefore provide a range of options to help resolve different types of conflict.

Recruitment as the most important aspect of Human Resource Management

Human Resource Management theories focus on methods of recruitment and selection and highlight the advantages of interviews, general assessment and psychometric testing as employee selection processes. The recruitment process could be internal or external or could also be online and involves the stages of recruitment policies, advertising, job description, job application process, interviews, assessment, decision making, legislation selection and training (Korsten 2003, Jones et al, 2006). Examples of recruitment policies within healthcare sector and business or industrial sectors could provide insights on how recruitment policies are set and managerial objectives are defined. Successful recruitment methods include a thorough analysis of the job and the labor market conditions and interviews as well as psychometric tests to determine the potentialities of applicants. Small and medium sized enterprises (SMEs) also focus on interviews and assessment with emphasis on job analysis, emotional intelligence in new or inexperienced applicants and corporate social responsibility (CSR). Other techniques of selection that have been described include various types of interviews, in tray exercise, role play, group activity, etc.


Recruitment is almost central to any management process and failure in recruitment can create difficulties for any company including an adverse effect on its profitability and inappropriate levels of staffing or skills. Inadequate recruitment can lead to labor shortages, or problems in management decision making and the recruitment process could itself be improved by following management theories. The recruitment process could be improved in sophistication with Rodgers seven point plan, Munro-Frasers five-fold grading system, psychological tests, personal interviews, etc. Recommendations for specific and differentiated selection systems for different professions and specializations have been given. A new national selection system for psychiatrists, anesthetists and dental surgeons has been proposed within the UK health sector.
Recruitment is however not just a simple selection process and requires management decision making and extensive planning to employ the most suitable manpower. Competition among business organisations for recruiting the best potential has increased focus on innovation, and management decision making and the selectors aim to recruit only the best candidates who would suit the corporate culture, ethics and climate specific to the organisation (Terpstra, 1994). This would mean that the management would specifically look for potential candidates capable of team work as being a team player would be crucial in any junior management position. Human Management resource approaches within any business organisation are focused on meeting corporate objectives and realization of strategic plans through training of personnel to ultimately improve company performance and profits (Korsten, 2003). The process of recruitment does not however end with application and selection of the right people but involves maintaining and retaining the employees chosen. Despite a well drawn plan on recruitment and selection and involvement of qualified management team, recruitment processes followed by companies can face significant obstacles in implementation. Theories of HRM may provide insights on the best approaches to recruitment although companies will have to use their in house management skills to apply generic theories within specific organizational contexts.

Bibliography
Jones, David A.; Shultz, Jonas W.; Chapman, Derek S. (2006) Recruiting Through Job Advertisements: The Effects of Cognitive Elaboration on Decision Making International Journal of Selection and Assessment, Volume 14, Number 2, pp. 167-179(13)
Korsten A.D. (2003) Developing a training plan to ensure employees keep up with the dynamics of facility management Journal of Facilities Management, Volume 1, Number 4, pp. 365-379(15)
Papers For You (2006) "P/HR/254. HRM: methods of recruitment and selection", Available from http://www.coursework4you.co.uk/sprthrm18.htm [22/06/2006]
Papers For You (2006) "E/HR/21. Using relevant frameworks and theories critically evaluate the recruitment and selection appraisal processes used by an organisation with which you are familiar contribute. How does it contribute to the performance of the organisation?", Available from Papers4you.com [21/06/2006]
Shipton, Helen; Fay, Doris; West, Michael; Patterson, Malcolm; Birdi, Kamal (2005) Managing People to Promote Innovation Creativity and Innovation Management, Volume 14, Number 2, pp. 118-128(11)
Terpstra D.E. (1994) HRM: A Key to Competitiveness Management Decision, Volume 32, Number 9, pp. 10-14(5)

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Motivation Theories - Understanding the Expectancy and Equity Theories of Motivation

Before we go in to look at the Expectancy theory and the Equity theory  in detail, it is thus vital to understand what ‘process theories' are in the first place, as the Expectancy theory and the Equity theory are both process theories. Hence so in general, the process theories are basically concerned with how the people think and behave to get what they want. To say, these theories do go to explain how the employees/people are motivated thus focussing on the process by which motivation occurs. In other words, it could also be said that these theories explain why the employees behave the way they do. However, the process theories do help the managers to basically understand, predict and influence employee performance, job satisfaction and other outcomes paving way to help motivate the employees.Having said that, let us now look at each of the two theories seperately in order to better understand the two  and their contributions to help motivate employees.

Vroom's Expectancy Theory
The Expectancy theory is a process theory developed by Victor Vroom. Unlike the other content theories which focuses on the needs of the individuals in order to motivate human/employees, this theory basically concentrates on the outcomes. What Vroom  explained in his theory is that fact that in order to motivate employees/ people the effort put in by the employees, the performance generated and motivation must be linked to one another. In other  words Vroom basically proposed three variables which in turn was vital  to motivate  employees. They are basically,
·         Expectancy
·         Instrumentality
·         Valence
Having said that, Expectancy is  the believe  that increased effort will basically lead to increased performance. In other words, the more the effort put in, the more the performance will be. For example, an employee assumes that if he works  harder the  better the performance will be. But believing that increased effort will lead to increased performance is mainly influenced by  factors such as having the right amount of resources available, having the right skills to carry out the job and the necessary support of the supervisor etc. Without these, it is unlikely that expectancy could be achieved.
Likewise, Instrumentality is the believe  that if you perform well in a task then the outcome is going to be good.  In other words, a valued outcome is received the more you perform the task well. At the same time, instrumentality is also influenced by factors such as having a clear understanding of the relationship between performance and outcome and trusting the people who will basically decide on the who gets what outcome.
Valence on the other hand is basically the importance that the individuals place on the expected outcome. In other words, meaning to say that how do the employees take the outcomes offered to them for their task performance. For example, an employee may be motivated by recognition. If so the case, then  the employee may not value a rise in pay because it is not the most important to him. At times, they may even go to reduce the effort they put in according to how they value the outcomes received.
Having said that,  the employees in an organization will only be motivated if they tend to believe that,
·         By putting in more effort will lead to better performance.
·         Better job performance will lead to better rewards such as better salaries, benefits etc.

·         And the predicted organizational rewards are valued by the employee.
By any chance if  the employees happen to believe that any one of the above are not true, then Vroom states that the employees are unlikely to be motivated. In other words, meaning to say that in order to motivate the employees all of above three have to be achieved by the organization.
Adam's Equity Theory
The Equity theory  developed by Adam in 1963  is based on the idea that employees basically expects a fair balance between their inputs and outputs. In other words, what exactly means by is that the employees are likely to be de-motivated  both in relation to their employer and the job if they happen to believe that their inputs ( effort, loyalty, hard work, commitment, ability, adaptability, tolerance, flexibility, skills etc)  are greater than their outputs( salary, benefit, recognition, reputation, responsibility, sense of achievement, sense of advancement/growth, job security, praise etc).
The employees usually  compare themselves with the other employees who are likely to put in  similar inputs as they do and the outputs they receive. Meaning to say that,  an employee will basically compare himself/ herself with another employee in order to find out whether he/she has been treated fairly. However, this actually does not mean that all employees have to be treated the same way and given exactly what is being to the other employees. This is because all employees are not motivated by the same outputs expected by the other employees. For example, a newly working mother may look for something like flexible hours more than an in crease in pay.
However, even though employees may seek for a balance between  their inputs and outputs it is not always possible to measure the inputs and out puts of the employees  and provide them with the correct  balance . But still it is possible to give a similar output for the inputs of the employee in order to have a fair balance between the two. Having said that, in order to motivate the employees to higher levels  and which eventually lead to enhance the performance, it is thus important to try and give a fair outcome  for the inputs of the employees. In order to do so, the managers must understand the employees better of what are they aiming for and try and give them the best possible out come according to what they expect.
Finally,  it should be said that both the Expectancy theory and the Equity theory do provide the managers with an insight of how to motivate the employees not by concentrating on the needs of the employees but rather the outcomes. In other means, the managers basically get to understand what exactly have to be done or the actions taken when it comes to motivating employees, by way of outcomes. To say, when it comes to the expectancy theory this theory highlights the fact that in order to motivate the employees the managers should basically tie the rewards to performance. In other means, the employees need to be rewarded according to how they perform meaning to say that the better they perform the better the rewards should be. In spite of that the manager should also ensure that the rewards given to the employees are deserved and wanted by the employees. Not only that , but the managers should also conduct training programs which will eventually improve the capabilities of the employees while making them to understand that the more the effort the better the performance will be. Like wise, the equity theory also goes on to say that if the employees are to be motivated then it is time for the managers to try and provide the employees with rewards that are very much equal to  their inputs as far as possible.
By Shameena Silva