Essays on Ethical and Profesional HRM Coursework

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The paper "Ethical and Profesional HRM" is a perfect example of management coursework. Conflict of interest in the workplace can occur in situations where the personal interests of the officials are against the workers’ interests (Effron, Gandossy & Goldsmith, 2003). In most cases, conflict is inevitable. When two or more groups or individuals come into contact while trying to attain their objective, their interests may become incompatible. The perception of difference among people is known as conflict (Crane & Dirk, 2004). In organizations, conflict is a major problem. According to Effron, Gandossy & Goldsmith (2003), the neo-classical view of conflict advocated for the elimination or minimization of the conflict in the organization for it to function properly.

There is a held belief that by minimizing the conflict, the organization can be able to run effectively (Dana, 2001). The modern view of conflict looks at conflict as inevitable and a good indicator of the organization progress. This is through a view that if the conflict is within certain limits, then it is acceptable (Dana, 2001). Having little or no conflict in an organization is taken as harmful to the organization.

It has also been noted that if the conflict is left unattended for a long time, it can lead to adverse harm to the organization. The federal government Department of Human Services (DHS) was accused of trying to squeeze work from the public servants which were valued at $100million. The department then claimed that the community and the public servants were making demands valued $1 billion from its enterprise agreement (Towell, 2014). This is a conflict situation involving the management at the federal government and public servants.

The human resource management is supposed to step in and manage the conflict before it escalates to unmanageable levels (Crane & Dirk, 2004). This essay will look into this conflict as the human resource manager and explain the three options that can be used to manage this conflict. It will then choose one method and justify it based on ethical and professional behavior. Managing the conflict The conflict at DHS requires handling well before it escalates into a big issue. The department of human services can use the human resource department in making sure the matter is solved to the best of the conflicting parties (Crane & Dirk, 2004).

As the human resource manager, I will make sure that I utilize the means which can lead to the matter being solved amicably. The first step as the human resource manager is ensuring that there is a clear and well-outlined statement of values related to conflicts that may occur in the organization. Having well-outlined values in an organization helps in shaping the response to conflicts. The values also help in making the workers understand that conflict management is not solely for human resource management.

The conflict should be solved by the employees with cooperation from the human resource department. There are three main ways in which conflicts are managed. The methods are: Reconciling the parties’ interests Establishing who is right Determining who has more power. Classification of conflicts According to Effron, Gandossy & Goldsmith (2003), conflict is described based on its source. There are several sources of conflict which include values, goals and tasks. The main types of conflicts are effective conflicts, substantive conflicts, conflict of interest, and conflict of values and conflicts of goals (Crane & Dirk, 2004).

References

Buchholz, R. A. & Sandra B. R. (2005). Toward a Contemporary Conceptual Framework for Stakeholder Theory. Journal of Business Ethics, 58(3): 137-148.

Crane, A. & Dirk M. (2004). Business Ethics, a European Perspective: Managing Corporate Citizenship and Sustainability in the Age of Globalization: Oxford University Press.

Crawley, J. & Graham, K. (2002). Mediation for managers: Resolving conflict and rebuilding relationships at work. London: Nicholas Brealey.

Crary, A. (2009). Beyond Moral Judgment. Cambridge: Harvard University Press.

Dana, D. (2001). Conflict resolution: Mediation tools for everyday worklife. New York: McGraw-Hill.

Effron, M., Gandossy, R. & Goldsmith. M. (2003). Human Resources in the 21st Century. New York: John Wiley & Sons.

Harper, G. (2004). The joy of conflict resolution: Transforming victims, villains and heroes in the workplace and at home. Gabriola Island, BC: New Society Publishers.

Kruk, E. (1997). Mediation and conflict resolution in social work and the human services. Chicago: Nelson-Hall.

Lafer, G. (2005). The critical failure of workplace ethics, in Budd, J and Scoville, J (eds), The Ethics of Human Resources and Industrial Relations, Illinois, Labor and Employment Relations Association, pp. 273-297.

Lowry, D. (2006). HR Managers as Ethical Decision-makers, Asia-Pacific Journal of Human Resources, 44(2): 171-193.

Masters, M. F. & Albright, R. R. (2002). The complete guide to conflict resolution in the workplace. New York: AMACOM.

Rothschild, J. (2000). Creating a Just and Democratic Workplace: More Engagement, Less Hierarchy. Contemporary Sociology, 29(1): 195-211.

Towell, N. (2014). Union outrage as Human Services prepares ‘shocker’ squeeze on work conditions, The Canberra Times, 8 July 2014, http://www.smh.com.au/national/public- service/union-outrage-as-human-services-prepares-shocker-squeeze-on-work-conditions- 20140709-zt066.html#ixzz378wiptyA

Winstanley, D. & Woodall, J. (2000). The ethical dimension of human resource management, Human Resource Management Journal 10(2): 5-20.

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