Managing Conflict at Work: A Guide for Line Managers
Guide
Managing conflict at work A guide for line managers
Contents
Introduction Section 1 Managing conflict at work: a competency framework for line managers Section 2 Strong management, healthy conflict and the prevention of bullying Conclusion Further reading and references 2 4 15 19 20
Managing conflict at work
Introduction
Managing conflict at work is becoming an increasing challenge for employers. In 2006–07 the number of individual employment disputes that resulted in employment tribunal applications increased to 132,577 compared with 115,039 for the previous year. The high number of claims is partly explained by the public’s increased awareness of employment rights and their recourse to litigation. ‘No win, no fee’ lawyers provide an avenue for disgruntled employees to lodge claims against their employer at no cost to themselves. In addition, the introduction of new employment legislation in the last few years has added to the challenges faced by employers. Since 2003 new regulation has come into force prohibiting discrimination on the basis of age, sexual orientation and religion and belief, adding to existing laws outlawing discrimination against people for reason of their race, sex or disability. The Protection from Harassment Act 1997 is also increasingly being seen as another avenue by employees to make claims against their employer for stress or bullying. The CIPD has welcomed the evolving legal framework as a means of promoting fair treatment and equality of opportunity at work. Organisations that embrace this agenda will gain from clear business benefits in terms of their employer brand and ability to attract and retain talent. However, changing ingrained prejudices and behaviours is not easy, so it’s essential that organisations develop clear policies and procedures underpinned by appropriate training for managers and employees, outlining organisational values, and the rights and responsibilities of
Managing conflict at work A guide for line managers
Contents
Introduction Section 1 Managing conflict at work: a competency framework for line managers Section 2 Strong management, healthy conflict and the prevention of bullying Conclusion Further reading and references 2 4 15 19 20
Managing conflict at work
Introduction
Managing conflict at work is becoming an increasing challenge for employers. In 2006–07 the number of individual employment disputes that resulted in employment tribunal applications increased to 132,577 compared with 115,039 for the previous year. The high number of claims is partly explained by the public’s increased awareness of employment rights and their recourse to litigation. ‘No win, no fee’ lawyers provide an avenue for disgruntled employees to lodge claims against their employer at no cost to themselves. In addition, the introduction of new employment legislation in the last few years has added to the challenges faced by employers. Since 2003 new regulation has come into force prohibiting discrimination on the basis of age, sexual orientation and religion and belief, adding to existing laws outlawing discrimination against people for reason of their race, sex or disability. The Protection from Harassment Act 1997 is also increasingly being seen as another avenue by employees to make claims against their employer for stress or bullying. The CIPD has welcomed the evolving legal framework as a means of promoting fair treatment and equality of opportunity at work. Organisations that embrace this agenda will gain from clear business benefits in terms of their employer brand and ability to attract and retain talent. However, changing ingrained prejudices and behaviours is not easy, so it’s essential that organisations develop clear policies and procedures underpinned by appropriate training for managers and employees, outlining organisational values, and the rights and responsibilities of