Human Resources Management: Conflicts and Disciplinary Action

There are different management functions in any business or organization. Most of them are associated with the daily activities of an organization and its resources. Managing people is one of the most challenging issues in an organization, as different dynamics are involved in the process. Dealing with difficult people at work can be a bad experience if it is not managed carefully. Disciplinary action, conflict management, diversity, and personnel management are described in this essay.

It requires careful interactions and patience to get close and talk to difficult people in the workplace. Managing them basically, needs the manager to have excellent communication skills (Raines, 2019). One of the best ways is to understand their perspective of issues under discussion to interact with them better. A problematic person requires to know they are understood in some cases. This can be accomplished by each person treating the other with respect. Both sides in any conflict must be heard before a verdict or choice is made. In some cases, they can be ignored but it is crucial to ensure that what requires actions is the focal point.

Conflicts in the workplace exist and, in some cases, arise from the most minor expected areas and sections. It is essential that whoever is handling a conflict tries to get the perspective of both parties on the matter at hand during conflicts. People’s behavior and the events around them are what should be the focal point of handling conflicts. The personalities of parties involved in a conflict should not be raised or discussed when handling conflicts. Effective communication is vital, with both parties required to listen to each other. Planning helps reduce conflict management as existing models can be referred to with points of disagreement and agreement at the center of it all. It is crucial to address the root cause of issues and conflicts to do away with them altogether.

Supervisors are often superior personnel and should be respected. Disagreeing with the manager can be troublesome but the key is effective communication and respect for the chain of command. Talking to the supervisor facilitates handling the disagreement but the problem or issue must be communicated through the chain of command. Once a dispute is settled between an employee and their supervisor, issues that are inexistent in conflict management should be documented. All documented issues should include the problem and the approach used in handling the disagreement.

Employees, in most cases, represent the business or organization. Diversity among them is crucial to success, but the primary concern for inclusion is to ensure the business incorporates the cultures and skills of personnel into its practices. Employees need to know that an organization values them. That is done by managers and supervisors allowing them to contribute to the goal or objective of the team they are on. Employees are not part of the business because they are the business in most cases. Businesses that are limited in the diversity of employees are perceived to be discriminatory. Diversity, inclusion, and equity improve an organization’s public appeal as well-rounded because it shows commitment to respect, teamwork, and acceptance despite differences.

When punishment is given to a person or team for a violation, it is crucial to explain why they are being punished. Disciplinary actions are often the end product of a carefully evaluated thought process and decisions that can hugely impact an organization and its employees. They should be told why they face disciplinary action and how the punishment they are given is determined. More often than not, there is a standard operating procedure or existing punishment models for various violations. It can also be used to identify the violations for which a person is punished.


Raines, S. S. (2019). Conflict management for managers: Resolving workplace, client, and policy disputes. Rowman & Littlefield.

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