Managing Conflicts in the Workplace

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Managing Conflicts in the Workplace

• THE CHANGE CHAMPIONS
• Peter, Jo, Julie, Christian, Rebecca Clare

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Community Profile
Background Knowledge

• Town recently settlement point for recent
  arrivals from middle east - most are Muslim and
  have formed a community.
• Variable residency status refugee/ permanent
  residency/ temporary protection visas
• Their marginal status in the community made
  integration difficult.
• Rise of xenophobic racism within the community
  demonstrated by graffiti expressing religious
  intolerance ? anger among the new arrivals.

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Organisational Profile
Background Knowledge

• SA Country Abattoir - 350 employees
• "Traditional" Australian workers 15 years ago but
  changed to ethnic mix with many Vietnamese
  migrants.
• Vietnamese migrants slowly won the respect as
  hard working and gradually fully integrated into
  the workforce.
• Recently some years of industrial harmony
• Maintenance workers threatened with out-sourcing
  before and feel this is a first step to losing
  their jobs.
• Recent history of festering problems contributed
  by xenophobic racism within the community
• Employing casual workers from Middle East

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ROLE PLAY 1
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Workplace Issues
Background Knowledge
Salary and Work Condition Negotiations

• Several maintenance workers told must abandon
  enterprise agreement and accept AWA
• The workers refused to sign AWA
• Workers "locked out" by the company management.
• Picket line formed and asking other workers to
  support them.

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Workplace Issues
Background Knowledge

• Union Membership and Strike breaking
• Maintenance workers solidly unionised
• Majority of "traditional" workers Union members.
• Vietnamese workers slow to join the Union but due
  to dispute have joined in large numbers.
• Many migrant / refugees taken up casual work
  positions with the company -viewed as "scabs"

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Workplace Issues
Background Knowledge

• Work Based Violence
• Racial Intolerance
• Violence between
• workers
• Xenophobia expressed
• in the workplace
• Employee morale and absenteeism
• Tensions are high
• Increased stress leave

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Management calls for help
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ROLE PLAY 2
The Change Champions Arrive!
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Overview of the Process

• Change Champions conditions to becoming involved
  
• Background Knowledge
• Assess the Problem
• Implementation
• Community Intervention /
• Recommendations

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Assess the Problem - Questionnaires

• Prior to the questionnaires, staff were invited
  (via letters to their home) to attend an
  information session about the coming review of
  the situation.
• There they were informed that a questionnaire
  would be sent to them in a number of languages
• They were informed that management were
  supportive and encouraged them to complete the
  questionnaire.

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Assess the Problem - Questionnaires

• Aim to obtain maximum information about worker
  satisfaction.
• Evaluated to ensure cultural sensitivity.
• Questions covered work satisfaction, satisfaction
  with management and team work.
• All of the questions were answered on a 5-point
  Likert Scale, ranging from Strongly Agree to
  Strongly Disagree (including N/A).

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Examples ofquestions

• Team Work
• I meet regularly with my team
• Staff are involved in decision making
• I feel I belong to the broader organisation
• I am able to do my work without interference
• I have opportunities to suggest ideas for
  improvements
• The cultural diversity we have in our team
  enhances my experience
• The religious diversity we have in our team
  enhances my experience

• Management Issues
• My immediate manager listens to me
• Leadership at the Meat Works is strong
• Change is managed effectively
• Staff ideas are incorporated into operations
  where appropriate
• Poor performance is addressed effectively by my
  manager
• My manager empowers me to do my job

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Examples ofquestions

• Work Satisfaction
• I feel my job is secure
• I feel supported by the people I work with
• I know what is required of me
• There is a career path for me at the meat works
• There is adequate
• training provided to
• ensure I can do my
• job effectively

• Qualitative Questions
• What do you most like about working at the meat
  works?
• If you could change anything about it what would
  it be?
• What do you believe are the major issues that
  need to be addressed in the coming 12 months?

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Assess the Problem - Interviews

• The questionnaire includes a question about
  willingness to participate in an individual
  interview.
• After questionnaire collation, those who
  expressed a desire to participate are contacted
  and an interview scheduled.
• The interview comprises a series of questions
  about work satisfaction, an open discussion
  about any relevant issues.
• Duration is approximately 30 minutes.
• At the conclusion of the interview participants
  are invited to join a Focus Group.

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Assess the Problem - Focus Groups

• Aim to explore in depth the key findings of the
  staff survey.
• How Focus Group Sessions
• representative Sampling
• culturally appropriate
• use of interpreter
• maximum 6 people/ group

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Focus Groups

• To identify/ explore
• Factors that are positively and negatively
  influencing staff morale.
• Current levels of support for cultural diversity.
• Perceptions of staff in relation to valuing their
  skills and experience.
• Possible approaches to instigate positive change
  within the workplace.
• Recent employees experiences.

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Focus Groups

• Sample Questions
• How supportive is your workplace to cultural
  differences?
• What things does your workplace do well /or not
  so well?
• How fairly are people treated in the workplace?
• What changes would you like to see made in your
  workplace?
• How do you see your role in the workplace do
  you have opportunities to learn new things and
  utilise existing skills?
• What is your understanding of your rights in
  relation to bullying and harassment in the
  workplace?

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ROLE PLAY 3
Small Group Session
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Summary of Work Issues
Assessment of theProblem

• Legality of the lock-out and the picket.
• Difference between AWA vs Enterprise Agreement
• Lack of process to resolve dispute
• Vietnamese workers have joined with maintenance
  workers and traditional workers and formed a
  collective group
• Strong union membership? union key player
• Casual workers/ migrant/refugees viewed a scabs ?
  emotive and dehumanising language
• History of reduced trust from past threat of
  outsourcing
• Community feelings impacting on workplace
• Workplace safety issues due to violence
• Risk of escalating situation and getting reprisal
  attacks
• Costing company money-reduced productivity and
  Work Cover claims

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Summary of Community Issues
Assessment of the Problem

• Impact of religious intolerance on immigrant
  community
• Impact of recent immigrant community on broader
  town community
• Lack of stability in immigration/ refugee status
• ?made integration more difficult

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Relevant Acts
Policy and Procedures

• Equal Opportunity Act (SA), 1984
• Disability Discrimination Act 1992
• Racial Vilification Act (SA), 1996
• Whistleblowers Protection Act 1993
• Occupational health, Safety and Welfare Act 1986
• Workplace Relations Act 1996
• Workers Rehabilitation and Compensation Act 1986

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Old Policy Issues
Policy and Procedures

• Disputes must be raised the same day
• Very focused on formalising disputes and
  referring them to external organisations

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New Policy Suggestions
Policy and Procedures

• Disputes be kept informal and handled internally
  where possible
• Employees be trained in administering disputes
• Small disputes be surfaced in order to prevent
  big disputes
• Union plays a support consultation role

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ROLE PLAY 4
The Change Champions Plan
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Australian Workplace Agreements

• What is an AWA?
• AWA negotiations
• Criteria of an AWA
• Industrial Action/ Lock-out

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Mediation
Focus on past problems
Focus on future solutions
Charlton Dewdney (2004)
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ROLE PLAY 5
Mediation
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AWAs Education

• Contract the Department of Employment Workplace
  Relations to undertake an information session for
  employees, for employers, outlining what the
  new Work Choices legislation means and legal
  requirements for negotiating an AWA.
• Develop a company policy for pay negotiations
  including
• Adoption of transparent processes.
• Development of clear guidelines / handbook for
  employers employees stating the time frames for
  negotiation (available in a number of languages).
• Provide additional information to employees about
  where and how to access support for pay
  negotiation process.

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Implementation Education/Training

• Cross-cultural aspects
• cultural knowledge
• cultural sensitivity
• cultural awareness
• cultural competency
• what is education?
• what is training?

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Implementation Education/Training

• For the new immigrants there will be
• Expatriate relocation cultural awareness
  education to increase the cultural knowledge of
  new arrivals on the subject of Australian
  culture.
• For non-Muslims there will be
• Cultural diversity education on Islam Muslims
  to increase the cultural knowledge of the
  established workforce on the subject of middle
  eastern culture.

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Implementation Education/Training

• The cross-cultural awareness / sensitivity
  training will include courses on
• Cross-cultural team building / multicultural
  workgroup training (aimed towards workers).
• Cross-cultural management training (aimed towards
  management).
• Cross-cultural diversity training (aimed towards
  HR workers).

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Implementation Education/Training

• Who is responsible for these courses?
• Who will attend these courses?
• What is the aim of these
• courses?

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Implementation- EO Policy Grievance Procedures

• Updated policy and new procedures developed
  implemented
• Training provided at both employee and executive
  levels.
• New office of Contact officer created, elections
  for this responsibility held and training
  provided.
• Introduction of Open Door Policy, Supported
  Informal Actions, Managerial mediation, External
  Mediation, Union Action, Litigation Contact
  Officers.
• Grievance procedure steps are
• Supported Informal Actions gt Managerial
  Mediation gt External Mediation gt Union Action or
  Litigation

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Implementation - Induction Program

• On their first day employees undergo an Induction
  into the company
• Overview of the organisation, including
  expectations around interactions with other
  staff, cultural awareness in the organisation,
  EEO and harassment policies, OHS, etc.
• Training session on Cultural Diversity /
  Awareness.
• Allocation of a Buddy from a different cultural
  group to promote cross-cultural interactions.

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Implementation - Exit Interviews

• On their final day employees have an Exit
  Interview with HR
• This is a chance to uncover information about the
  current climate in which the employees are
  working, and identify any areas which may need to
  be addressed before problems escalate.
• Questions will be asked on the following areas
• their experiences with the
• organisation (pros cons)
• suggested improvements?
• reasons for leaving

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Implementation - Communication Conflict
Management Training (for management staff)

• To guide Management towards an improved
  understanding of communication and conflict
  resolution processes.
• To develop understanding of cross-cultural
  communication and conflict resolution processes.
• One-day workshop for all staff as part of
  induction training, followed up with annual
  refresher courses.
• Intensive workshop for all Management.

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Implementation - Reference group

• Aims
• Monthly meetings to discuss issues in the
  workplace relating to OHSW, bullying and
  harassment, work place conditions,
  induction/training of staff cross cultural
  awareness.
• Consists of Managers, Production workers, Human
  Resources.
• Staff are able to nominate agenda items minutes
  will be recorded available to all staff.
• Will work to establish links with key cultural
  and religious leaders from the broader community.

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Implementation Team Building Activities

• The organisation will facilitate
• quarterly team building activities for
  employees.
• Activities chosen will promote cultural
  awareness, staff socialisation, increased
  cohesiveness between staff of all nationalities
• Multi-cultural lunches
• Family Fun Day
• Beach cricket matches / football matches

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Implementation - EAP Program

• Confidential counselling for workers and their
  family
• Short duration counselling usually 3 sessions
• Paid for by company
• For work or personal issues
• Collective statistics provided back to company
  which can provide early warning for work issues

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Implementation - Annual Staff Satisfaction Survey

• Anonymous paper pencil survey
• Staff are asked to indicate on a likert scale
  their level of satisfaction / dissatisfaction
  with various facets of the work environment,
  including
• Remuneration
• Employee relations
• Attitudes toward management
• Attitudes toward other staff of
• different cultures
• Expected future with the company
• There will also be room provided for prose
  suggestions / comments.

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Intervention System Changes
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Intervention System Changes
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ROLE PLAY 6
The New System in Place
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Assessing Effectiveness of Change within the
Company
Evaluation

• Assess changes over time (as no baseline data)
  to gauge perceptions about satisfaction of coming
  to work
• Number of complaints resolved informally
  formally
• Number of unresolved complaints
• Annual Staff Satisfaction Survey
• Annual Management Satisfaction Survey
• Performance Development Training feedback

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Evaluation

• Employee morale ?
• Managerial morale ?
• Staff sickness ?
• Avoiding unionism ?
• Flexibility in workplace ?
• Turnover / Attrition ?
• Reputation ?
• Relationship of employees
• employers ?
• Organisational communication ?

• Staff Survey
• Employee Survey
• Rehab claims/ sick leave
• Trend in numbers
• Staff Survey
• Trend in numbers
• Public perception/sales
• Staff Survey
• Staff Survey feedback and no. of responses

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Questions
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References

• Sample policies - Equal Opportunity Commission
  SAhttp//www.eoc.sa.gov.au/default.jsp?xcid41
• The Grievance Procedures for the Butcher/
  Abbatoirhttp//www.industrialrelations.nsw.gov.au
  /awards/pathways/results.jsp?award_code074showC
  ontentcontent_id1621283
• UniSA Equal opportunity policyhttp//www.unisa.e
  du.au/policies/policies/corporate/C02.asp
• UniSA Racism policyhttp//www.unisa.edu.au/polic
  ies/policies/corporate/C21.asp
• UniSA Discrimination and harassment grievance
  procedureshttp//www.unisa.edu.au/policies/codes
  /miscell/discrmn-staff.asp   (staff)http//www.un
  isa.edu.au/policies/codes/miscell/discrmn-students
  .asp   (students)
• Reference list of SA Acts that the UniSA uses to
  compose its policieshttp//www.unisa.edu.au/poli
  cies/external.asp
• General reference list of all UniSA
  policieshttp//www.unisa.edu.au/policies/policie
  s/alpha.asphttp//en.wikipedia.org/wiki/Australia
  n_Workplace_Agreementhttp//www.workplace.gov.au/
  workplace/Category/Legislation/WRAct/

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References

• Charlton, R. Dewdney, M. (2004) The mediators
  handbook Skills and Strategies for
  practitioners. Lawbook Co, Pyrmont.
• Lipsky, D, Seeber, R. Fincher, R. (2003)
  Emerging systems for managing workplace conflict.
  Jossey-Bass, San Francisco.
• Cultural concepts
• http//cecp.air.org/cultural/Q_howdifferent.htm
• Avruch, K (1998). Culture and conflict
  resolution, pp.5-21. Washington, D.C. United
  States Institute of Peace Press.
• Merchant, C.S. Costantino, C.A.( 1996)
  Designing Conflict Management Systems A Guide
  to Creating Productive and Healthy Organisations,
  pp.134-149. Jossey-Bass, San Francisco.
• Cross-cultural education and training
• http//www.interchangeinstitute.org/html/cross_cu
  ltural.htmmw_goals
• http//www.kwintessential.co.uk/

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THE END