of the possible impact of existing legislation, and try to evaluate how successful we are nowadays at dealing with workplace conflicts with the help of the diversity of existing policies, complex disciplinary and grievance procedures and possible training interventions the aim of which is to contribute to employers and staffs deciding more conflicts in the workplace (Bohlander, 1989, p. 25).
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 doesnt 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. Thus in our survey we make an insight at diverse usual causes of workplace conflicts, especially those that are considered the most difficult to manage as organizations must urgently act to prevent such disputes and deal with the problems that do take place as early as possible (Jacobs, 1997, p. 47).
Despite of a lot of managers best and skilful attempts in the hiring, instructing, and control of employees, a great diversity of incidents like these which may develop in severe trial do take place. Settlement of such conflicts regarding grave misconduct demands knowledge of the appropriate application of often conflicting court decisions