The paper “ Negotiation and Conflict Management” is a breathtaking example of a literature review on human resources. The type of conflict experienced between Emily and Ruhlman is interpersonal conflict, which happens between individuals within the place of work. The conflict, in this case, differs from the authority relationship among individuals. (Emily and Ruhlman). The relationship between Emily and Ruhlman is evidently fragile, and Emily in this case feels pressured to continue working whilst harboring inauspicious attitudes towards Ruhlman (manager), whilst Ruhlman doubts if Emily is maximizing his ability. According to Calabrese (2000, p. 461) bosses are always worried about the employees morale, for the reason that low morale may result in conflicts, that negatively impact the workers’ productivity as well as turnover.
Interpersonal conflicts as per Cahn and Abigail (2007, p. 79) will normally crop up in the place of work owing to the natural differences in human character, principles or ethics of the workplace. Workmates can differ over shared resources or ways of problem-solving, or workers can come in conflict with clients as well as customers. Managers (Ruhlman) and supervised workers (Emily) can as well fall into everyday differences over expectations at the workplace or style of management.
Pseekos et al. (2011, p. 64) posit that interpersonal conflict may result in reduced profits as well as productivity, but also there are ethical concerns that make interpersonal disagreement at the workplace challenging. Basically, interpersonal conflicts entail covetousness, antagonism, internal strife, ferocious gossip or threats that infringe ethical relationships with other persons. Yanadori (employer) hired Emily with the anticipation that she can complete the allocated job responsibilities, interrelate competently with customers and workmates, as well as dedicate her skills as well as energy to TransGlobal’ s mission as well as goals.
When the interpersonal conflicts turn out to be a central element of workers’ days at the work, it shrinks the amount of energy and time that employees have on hand to fulfill their responsibilities (Tanguy, 2013, p. 105). Ethical setbacks as per French (2006) come up when employees go on receiving a normal benefits and paycheck when their skilled spotlight has weakened as a consequence of conflicts with their workmates. From time to time conflict leads to formal or informal mediation at the place of work in order that concerned parties may end up with a jointly satisfying solution, which is not forthcoming at TransGlobal.
At TransGlobal, fairness has not been considered and so this led to conflict between Emily and Ruhlman, since Ruhlman saw Emily as a junior and youthful employee capable to handle extra workloads. Organizational culture as per Babcock (2003) may put pressure into the employer into taking manager's side while in conflict, and most of them fail to pay attention to the employees in establishing whether the supervised worker has been mistreated. Factors that may have contributed to those conflicts between Emily and Ruhlman included poor communication, intimidation, evading responsibilities, misplaced responsibilities, discrimination, and unaccountability.
Lack of communication, in this case, surfaces when Ruhlman started seeing Emily as his personal assistant, and so failing to give her chance to express her views: when Emily made effort to talk to Ruhlman concerning her inflating workload and long hours. To set up a well-built business relationship, Kelly et al. (2011, p. 268) posit that effective communication practices have to be instituted bearing in mind that scores of poor communication opportunities occur in any work setting.
Regardless of how major or minor the lack of communication is, Yurur and Sarikaya (2012, p. 459) maintain that poor communication may damage the organization productivity.