Essays on Conflict Prevention and Management Case Study

Download full paperFile format: .doc, available for editing

The paper "Conflict Prevention and Management" Is a great example of a Management Case Study. The concept of human resource management (HRM) has received elevated prominence in recent decades. In a generic sense, HRM can basically be perceived as a strategic approach to managing the relations in employment which emphasizes that leveraging the capabilities of the people is integral in the efforts to achieve competitive advantage (Bratton & Gold, 2003, p. 6). The realm of HRM is greatly focused on a wide alley of issues related to employee relations.

Nonetheless, this review will primarily center on four key areas of employee relations namely employee attraction and recruitment, grievances and dispute resolution, employee safety, and wellbeing as well as employee communication strategy. Additionally, it will analyze the impact of each area on five work-related contemporary issues namely culture, legal compliance and obligations of employees, risk management, conflict, and managing diversity. This is done in the subsequent analysis. Employee attraction and recruitment Employee attraction, recruitment, and organizational choice have received significant attention in recent years (Highhouse et. al., 2003, p. 986). This is based on the impact of this area on the five work-related contemporary issues mentioned above.

In regard to the impact on culture, it is imperative to note that culture is primarily about the brand image of a company. In this case, when a company attracts and recruits individuals with a high level of creativity and innovation in its workforce, this is bound to have ripple impacts on the short and long-term impacts the establishment and growth of an organizational culture founded on innovation and creativity. Employee attraction and recruitment also impact on the legal compliance and obligations of employees in the sense that when an organization recruits employees with high regard for policies governing the operations of a particular industry, for instance, occupational health and safety policies (OHS), these employees are bound to exhibit a high level of compliance with the set policies in OHS which will eventually trickle down to other employees in an organization. On the other hand, employee attraction and recruitment have extensive impacts on risk management practices in an organization.

This is best epitomized in Australia whereby if a company attracts and recruits personnel who are cognizant of the provisions in the ISO31000:2009, this is bound to impact on the level of compliance with the safety standards outlined in this document in the wider organization.

This is founded on the fact that the general approach outlined in ISO31000:2009 forwards the guidelines and principles geared towards the management of any form of risk in a transparent, systematic, and credible manner within whichever context and scope (Standards Australia, 2009, p. 4). Employee attraction and recruitment also pose significant impacts on conflicts in an organization.

This is exemplified whereby in case a firm attracts and recruits individuals with robust conflict management skills apart from their general professional qualifications, this has an impact on the mitigation of conflicts in the organization and amicable solution of such conflicts in case they arise. Lastly, employee attraction and recruitment have impacts on the management of diversity in an organization in the six dimensions of the diversity of race, age, sexual orientation, gender, national origin, and disability as outlined in the work by Shore et. al. (2009, p.

117). In this case, when an organization attracts and recruits employees from all the above dimensions of diversity, this has an impact on the management of diversity in this organization both in the short and in the long-term.


Bennet, T., 2012, ‘The Role of Mediation: A Critical Analysis of the Changing Nature of

Dispute Resolution in the Workplace’, Industrial Law Journal, Vol. 41, No. 4, pp. 479-480.

Bratton, J., and Gold, J., 2003, Human Resource Management: Theory and Practice, 3rd ed.,

Palgrave Macmillan, Hampshire.

College of Nurses of Ontario, 2009, Conflict Prevention and Management, CNO, Ontario.

Gramberg, BV., & Teicher, J., 2005, ‘Managing neutrality and impartiality in workplace conflict

resolution: The dilemma of the HR manager’, working paper 57/05, Monash University, Melbourne.

Highhouse, S., et. al., 2003, ‘Measuring attraction to organizations’, Educational and

Psychological Measurement, Vol. 63, No. 6, pp. 986-1001

Koys, DJ., 1988, ‘Human resource management and a culture of respect: Effect of employees’

organizational commitment’, Employees Right and Responsibilities Journal, Vol. 1, pp. 57-68.

McCabe, DM, & Rabil, JM., 2002, ‘Ethics and values in non-union employment arbitration: A

historical study of organizational due process in the private sector’, Journal of Business Ethics, Vol. 41, No. 1 / 2, pp. 13-25.

O’Neil, J., 2008, ‘Measuring the Impact of Employee Communication on Employee

Comprehension and Action: A Case Study of a Major International Firm’, Public Relations Journal, Vol. 2, No. 2, pp. 1-17.

Pincus, DJ., & Acharya, L., 1988, ‘Employee communication strategy for organizational crises’,

Employees Responsibilities and Rights Journal, Vol. 1, No. 3, pp. 181-199.

Shore, LM., et. al., 2009, ‘Diversity in organizations: Where are we now and where are we

going?’, Human Resource Management Review, Vol. 19, pp. 117–133.

Standards Australia, 2009, ‘AS/NZS ISO 31000:2009 Risk management - Principles and

Guidelines, Standards Australia, Sydney.

Download full paperFile format: .doc, available for editing
Contact Us