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Resolving conflict: Discipline and grievance at work
Pages 10 (2510 words)
It is obvious that in modern world we have to know more in order to resolve conflict in the workplace between employers and employees. Basically any conflict costs both employers and employees time, money, nerves, sometimes even commitment and reputation. According to the survey made by CIPD in 2003-4 there were more than 115,000 employment tribunal applications in the UK and Ireland which represents a rise of 17% after two years of falling applications (Chartered Institute of Personnel and Development, 2004, p…
The best decision to our mind is that all employers need to have a minimum three-step disciplinary and grievance procedure (Anderson. 199. p. 32). As existing disciplinary and grievance procedures are considered too sophisticated and bureaucratic investigating a number of works on the topic we made a conclusion that the best kind of any procedure should involve three initial steps like "initial letter, a face-to-face meeting and a further meeting to consider an appeal, if necessary" (Goemaat, 2004, p. 12). If either any member of staff or the employee doesn't apply this procedure, any subsequent employment tribunal, for example in the UK, now has the right to change the compensation by 10-50% in favor of any side (Chartered Institute of Personnel and Development, 2004, p. 4). The literature which have been investigated illustrate that a great number of different kind conflicts in the workplace are first of all caused by personal behavior. ...
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