Six Causes of Organisation Conflict

As an HR manager, there are many other things to do instead of managing the internal conflict of the organisation. However, this is exactly what happens in many HR departments in Australia and the world every week in this respect.

In this article, we’ll explain what can cause a lot of unnecessary internal conflict and what role HR managers play in reducing unwanted problems.

Most of us do not enjoy conflict. It drains your physical energy, reduces your mental capacity, creates stress and tension, and of course, reduces productivity and personal happiness.

Going into work knowing there is a conflict is one of the most frustrating things a manager or employee can experience—before they even start their day.

Here are six possible sources of conflict in the organisation. As a manager or human resources assistant, you have a role in which you can firstly be aware of what is going on and secondly take an active role in reducing these unnecessary conflict situations.

The issues cause a variety of unintended conflicts:

1. A lack of role clarification.

Conflicts can arise when it is unclear who is responsible for which project or part of a project. How many times have you heard someone say, “that’s not my job”? or “Has no one told me I should?”

Does everyone in your organisation have a clear job description above? Does the job description outline what would be required for the role? Is it possible that an employee has changed jobs in the last few months or years but has not had a new job description?

2. Poor internal processes.

Oftentimes, poor procedures and procedures, or the worst case scenario, can be disruptive and lead to conflict. There are procedural procedures, or SOPs, in your organization that reduce conflict between managers and employees about what to do. When employees are forced to do things on their own or do what they think is best, immediately all the undesirable benefits occur.

To avoid this major disaster, make sure you have an SOP book that covers all of your internal procedures, procedures, and policies. Make sure that all staff have access to this information and know almost all procedures and procedures for each job.

3. Communication Problems.

Communication issues may start with managers who do not know how to communicate with employees or employees who do not know how to create emails and include all related data. Communication is a major issue and should be one of the most important learning and development priorities for any organisation.

Over the past few weeks, have you encountered many problems caused by poor communication between departments or staff? Have you ever read an email from an employee and frowned because it wasn’t well written or you didn’t understand what you were trying to convey?

When was the last time all staff were trained in communication and how to communicate in person or over the phone, etc. ? How do you use your questions to understand what others are saying? What about communication training? After all, most of us today would like to write lots of emails to our colleagues and clients.

4. Lack of Performance Standards.

When performance or standards are unclear, employees often try to identify their own expectations. This can lead to very different models for leaders.

Do the employees know what is expected of them? Are there job-specific indicators for key tasks? Because these performance standards can occur between teams, managers should clearly define performance standards for their employees.

5. Lack of Resources.

Resources can be the manager’s support, equipment or anything that helps colleagues work. When an employee has to work, but the necessary resources are missing or insufficient, stages are defined for the concurrency and inconsistency of these resources.

There is no treasure chest around the corner of the HR office and can’t provide financial assistance for whatever they need right away. However, constant insufficient resources can lead to great frustration and to conflict and frustration within the team.

6. Being Loaded with Extra Work.

One of the constant words we hear from our staff is how frustrated and frustrated the past days and weeks of management have been.

Sometimes we all have to work harder. But as we become more pressured with more and more work, we ultimately have to give it something. Eventually, we will all come to a point, no matter how strong, where one more job can bring us down. Many employees do not speak. They don’t want to be perceived as problems, and that in itself is a problem. When people don’t talk, they eventually release stress and hold it until all hell is gone.

I encourage my peers to pay close attention to the tasks and responsibilities of each employee. Are these requests reasonable? Are they honest? Will people go to work without lunch or rest? Do they have to do housework (unpaid) to get it done? Does your organisation have a plan or goal to take the extra stress out of your employees?

Take the time to decide on the design of the tasks, and the personnel of all the training can also work to solve these problems. Which of these is your favourite? So, as an HR or team lead, what do you do about it?