sammy.wolfendale@gmail.com
UNIVERSITY OF WITWATERSRAND 2021
,Table of Contents
Conflict...............................................................................................................................3
Defining conflict...........................................................................................................................3
Forms of conflict...........................................................................................................................3
Some causes of conflict................................................................................................................4
Stages of conflict..........................................................................................................................4
Thomas’s model of conflict...........................................................................................................5
Pondy’s model of conflict dynamics..............................................................................................6
Pondy’s different Conflict resolution approaches.........................................................................8
Summary....................................................................................................................................10
Selection system and justice theory..................................................................................11
Research on personnel selection................................................................................................11
Brief recap of justice theory........................................................................................................12
Previous models (Prior to Gilliland)............................................................................................14
Gilliland’s (1993) model..............................................................................................................15
Aspects of model........................................................................................................................15
Organisational policies and procedures............................................................................18
Planning and organising ER in organisations: Strategy and policy decision.................................18
...................................................................................................................................................18
Linking strategy to policy and procedure....................................................................................18
Key ER procedures and practices: Disciplinary and dismissal procedures (NB)............................19
How does Justice theory apply to dismissal?..............................................................................22
Grievance procedures.................................................................................................................23
Collective bargaining........................................................................................................25
The role of collective bargaining in ER........................................................................................25
Introduction...............................................................................................................................26
The nature of collective bargaining.............................................................................................26
Collective bargaining objectives.................................................................................................27
Summary of objectives...............................................................................................................27
Bargaining approaches and structures........................................................................................28
How do our models of conflict relate to collective bargaining....................................................29
Tactics of power.........................................................................................................................29
Ingredients of collective bargaining............................................................................................30
The psychological contract...............................................................................................30
The changing nature of work......................................................................................................31
,The role players: Traditional Tripartite model............................................................................32
The model of the psychological contract....................................................................................34
Components of the psychological contract.................................................................................34
Benefits of psychological contract..............................................................................................37
Contract breach..........................................................................................................................37
Temporary workers....................................................................................................................37
Summary....................................................................................................................................39
, Lecture 6
Conflict
• We generally tend to perceive conflict as inherently negative:
– Destructive, undesirable, difficult, damaging
– Conflict, if effectively managed, may result in positive outcomes:
Improved productivity, job satisfaction, personal wellbeing,
interpersonal dynamics
– “...we must examine each conflict situation and its aftermath before
determining the value of the conflict to the organisation”
Defining conflict
• Kushner: “...the process that begins when one party perceives that another has
negatively affect, or is about to affect negatively, something about which he or she
cares”
• Nel et al: “...exists in a relationship when parties believe that their aspirations cannot
be achieved simultaneously, or perceive a divergence in their values, needs or
interests (latent conflict) and purposefully employ their power in an effort to
eliminate, defeat, neutralise, or change each other to protect of further their
interests in their interaction (manifest conflict)
Forms of conflict
Perceived vs real conflict
Constructive vs destructive conflict
• Destructive: result of win/lose relationship
• Constructive: relatively satisfactory outcome in a competitive relationship based on
compromise
Frictional vs strategic conflict
• Frictional: spontaneous result of interaction
• Strategic: consciously generated by people in order to manipulate the allocation of
resources, status, authority and power.
Structural Conflict
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