Types of Labor Conflicts
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“TYPES OF CONFLICTS
LABOR , SUBJECTS, OPERATIONS
AND SOLUTION”
MEMBERS:
-Dávila Loli Xiomara Sharon
- Dodero Torres Giuliana Pierina
- Romero Hurtado Danny Roy
ARE THEY
THAT LABOR
DISPUTES?
A labor dispute can be understood as a dispute
between members of an organization due to
differences of opinion, perception or relationship
problems.
These labor conflicts can arise between co-workers,
between management and a worker or between the
company's management itself.
TYPES OF CONFLICTS
LABOR
• Intrapersonal : They are those
conflicts that an employee may
have with him same, by
example, to cause of his
Dissatisfaction with the tasks • Intragroup : Are crated
you entrust, either when there is a dispute in
his which she is involved
inability to solve them successfully. a group or all a
• Interpersonal : Are produced company of the
when problems arise between co- department.
workers. I also know give Intergroups : its origin
between employeesand It is in disagreements or
managers or among management differences between
personnel of the company. different areas or
departments of the
company.
LABOR CONFLICTS ACCORDING TO THE
INEI CAUSES THAT CAUSE THEM
15% On the other hand, conflicts in the workplace can also be classified according to the causes that
caused them.
❑ Relationship: they occur due to the deterioration of the relationship between two co-workers or 25%
members of the company. They often originate from poor communication.
❑ Information: they usually originate from the circulation of rumors or false information.
35%
❑ Interests: the origin of these problems is found in the perception of some member of the company that the
interests of others are favored to the detriment of their own.
❑ Resources: a company's resources are limited and there are times when two or more members of an
organization will want to use them. Conflict comes when one of the parties cannot carry out their work in a
timely manner because another person is using the resources they need.
ACCORDING TO ITS NATURE
• False : they have no objective basis.
• True : they have an objective basis. There is an origin, a proven cause for
the conflict, which is recognized by one or more of the parties involved.
• Contingent : These are conflicts that do not reach greater severity.
• Displaced : they occur when there is an unimportant problem underlying a
more complex one.
• Misattributed : they occur when the parties are not aware that there are
disagreements or conflicts of interest.
CONFLICT BETWEEN EMPLOYER
AND WORKER
✓ ✓ When one party is simply unable
to address a conflict.
✓ When one party uses coercion to force the other
to do what they want.
✓ When one party uses a rule of law or equity to
resolve the conflict.
✓ When one party insists on reconciling,
compromising or adopting positions or underlying
needs.
RESOLUTION OF
CONFLICTS
The
power
There are four approaches to conflict resolution,
namely : Avoidance , when one party is simply
unable to address a conflict Power, when one
party uses coercion to force the other to do what The
it wants Rights , when one party uses a rule of avoidance
law or equity to resolve the conflict; and
consensus , when one party strives to reconcile,
compromise or adopt positions or underlying
needs. Alternative solutions
INEFFECTIVE
SYSTEM
VS EFFECTIVE
SYSTEM
PROBLEM
When agreements and sayings
negotiation fail and a stalemate Strengthening and service providers and, in certain
is reached, they become revitalizing these Assistance can also be cases, their restructuring and
necessary suppliers of provided by private reorganization, are
third-party services and, in certain companies. The effective essential components within a
interventions that help the cases, his functioning of an industrial labor relations system that tries
disputing parties resolve the restructuring and relations system is closely to resolve problems without
conflict. Some interventions, reorganization, are linked to the nature and resorting to judicial resolution
such as conciliation/mediation, essential components quality of the conflict through the courts.
are still based on consensus, within a labor relations management system and
but others, specifically system that tries to the services it provides.
arbitration and judicial resolve problems
resolution, involve third parties without resorting to
who will decide how the conflict judicial resolution
will be resolved. through the courts .
Strengthening and revitalization
of
CONSEQUENCES
RECOMMENDATIO
In certain cases it encourages cooperation and
the interest in putting oneself in the other's
shoes to reach an agreement.
Positive conflict resolution serves to motivate
company personnel, as it highlights that it is
possible to reach an agreement if everyone
does their part.
• It strains the work environment. It is a source of
grudges, gossip, rumors and, ultimately, hostility
between the parties involved.
• It makes it difficult for people to get involved in the
project, as continuous conflicts limit the freedom of
workers and the effectiveness of the group.
• Reduces productivity.
NS
➢ Efficient training that guides workers about the
work environment.
➢ The training of managers because they are
responsible not only for their own work, but also
for the work of others and must be chosen and
their skills perfected so that they can guide and
motivate.
➢ Establish conciliation and mediation services.
➢ Establish codes of conduct to avoid labor
conflicts.
CONCLUSIONS
As we have observed, different types of conflicts
may exist within the workplace; identifying them is
necessary to improve the work environment
between employer and worker, etc.
Likewise, the causes of these
can be prevented or reduced
with options or alternatives to
possible situations that affect
work harmony, reducing these
probabilities.
Finally, we must take into account the
recommendations to avoid, prevent and
manage some type of labor conflict.