1
Managing Conflict in the Workplace
BUSI600
Managing Conflict in the Workplace
Executive Summary
The present study examines the correlation between workplace diversity and conflict
management in the workplace, using the latter as the dependent variable and effective
2
communication, teamwork, and emotional intelligence as the independent variables. The
study target is to reach 1000 participants that will be selected using the convenience sampling
procedure from five listed companies in California. Data collection will be conducted using
online questionnaires as the primary study instrument, uploaded to the specific companies’
websites. It will be analyzed using the correlation coefficient, regression analysis, and
Statistical Package for Social Sciences (SPSS) version 26.0. The results will be presented
using charts, graphics, figures, and tables. The researcher expects to conclude that the two
variables have a significant and positive correlation and suggests that companies’
management should boost employees’ emotional intelligence through education, establish an
effective communication system, and enhance teamwork as the central conflict resolution
tools. Some limitations include covid-19 restrictions and a high probability of receiving
partial data due to using convenience sampling.
Introduction
In the modern world, businesses experience a wide range of conflicts in the workplace
due to numerous opinions regarding how a particular activity should be executed due to
increased diversity. Diversity revolves around the policies and programs employed by various
3
business enterprises to promote the inclusion of all employees regardless of their social class,
nationality, ethnicity, physical ability, race, age, or gender. Diversity in the workplace
transcends promotion activities, employees’ recruitment, and representation. However,
effective implementation of diversity in modern business organizations and companies has
faced numerous challenges since there is a lacks defined strategies through which employers
can ensure that employees from different cultural and geographical backgrounds are included
and satisfied with their job while working in a particular business firm. The diverse work
environment is inherently conflict-ridden, making it hard for the management to effectively
and openly solve the arising conflicts. Employees have varying beliefs, work ethics, opinions
and back their arguments comprehensively, intelligently, and professionally. Numerous
researchers argue that diversity conflicts arise or culminate from a lack of understanding
among the employees or a lack of respect for the other employees' religious, social, and
cultural differences. Racial and gender inequalities issues are the main diversity challenges
that amount to conflict in the workplace. The present research paper focuses on establishing
the correlation between workplace diversity and conflict alongside establishing some of the
various ways effective communication, teamwork, and emotional intelligence can be applied
in solving diversity conflicts in the workplace.
Research Questions
I. What is the correlation between workplace diversity and conflict in the
workplace?
II. What are the role of effective communication, emotional intelligence, and
teamwork in solving workplace diversity conflicts?
Research Hypothesis
Effective communication, teamwork, and emotional intelligence positively correlate with
conflict management in the workplace.
4
Problem Statement
The present study focuses on establishing the correlation between the two variables
alongside determining the relationship between effective communication, teamwork,
emotional intelligence, and conflict management. It seeks to test the hypothesis that effective
communication, teamwork, and emotional intelligence significantly connect to workplace
conflict management. Numerous studies show that many US businesses encounter challenges
managing conflicts arising in the workplace since people from different backgrounds,
generations, and experiences have different perspectives on how particular activities should
be conducted. Businesses are incurring huge losses resulting from diversity conflicts, such as
a surge in recruitment costs due to high turnover rates and reduced productivity because
employees are more likely to take more time to make decisions. In addition, a few studies
exist concerning the impact of a diverse workplace and conflict management, making the
current study essential.
Literature Review
Several studies have been conducted regarding workplace conflict management, such
as research carried out by Tjosvold, Wong, and Chen (2014) about various ways through
which business organizations can manage conflicts at the workplace. The researchers argued
that employees use diverse ways or strategies when a conflict arises in the workplace, such as
applying silent treatment and indulging in loud and heated debates. They analyzed the
previous studies as their primary data collection tool and found that open-minded discussions
can effectively solve organizational conflicts. Open-minded discussions allow employees to
raise their concerns and opinions without the fear of being shut out by the other employees. It
also ensures that employees elaborate their opinions and offer clarification when other
employees feel like the other team member disrespected their religious, social, or cultural
beliefs. Primarily, Tjosvold, Wong, and Chen (2014) assert that effective communication is
5
vital when dealing with organizational conflict management as it reduces the occurrence of
possible conflicts or disputes.
Mathieu et al. (2017) also executed a study about teamwork in organizations and
based their finding on the past century, specifically from the 1990s. They argue that a
significant link exists between the organization and its employees at an individual level.
According to Mathieu et al. (2017), the psychological study regarding the effects and nature
of workgroups started from the 1920s to 1930s based on the Hawthorne studies. However, it
was published in the 1950s when employers used groups to assess or compare the individual
employees’’ job performance. The authors delve into reviewing the evolution of team
research for the past century and give a particular or deep focus to the information recorded
in the Journal of Applied Psychology. They assert that teams or group work in the
organizations have evolved from focusing on the individuals within the teams and have
shifted to focusing on the team itself, contrary to comparing the individuals that form the
team. Mathieu et al. (2017) show that teamwork is essential in managing workplace conflicts.
Furthermore, Shelley Andre (2018) wrote a scholarly journal concerning the
significance of embracing generational diversity in the nursing field as a central strategy of
managing and reducing conflict that arises in the workplace. The author quoted the
commonly used phrase, "Nurses Eat Their Young," to show that it is crucial for business
organizations to bridge the generational gap among their employees to improve the firm's
productivity using diversity. The research ascertains that it is essential that the management
and all employees learn about the generational differences between them to ensure they work
efficiently since the four generations that are present in the modern organizations have
differences in various ways through which they conduct their activities and have varying
differences in upholding the work ethics. The management can ensure that employees are
aware of these differences by clearly defining the organizational culture formulating an
6
effective communication system that details the acceptable behavior in the workplace besides
highlighting that bullying is prohibited in the workplace. Shelley Andre (2018) also argues
that mentoring employees is vital in managing conflict and diversity as it fosters productive
learning and cultivates understanding among the members of different generations.
Additionally, Hopkins and Yonker (2015) examined the correlation or relationship
between conflict management styles and emotional intelligence at the workplace. They used a
total of 126 participants, measured their emotional intelligence, and assessed conflict
management styles. The collected information was analyzed using regression analysis.
Hopkins and Yonker (2015) found a significant connection between workplace conflict
management styles and emotional intelligence abilities. The participants' emotional
intelligence concerning impulse control, social responsibility, and problem-solving
determined how they solved the arising conflicts in the work environment. The study
concluded that people should improve their emotional intelligence towards social
responsibility, impulse control, and problem-solving because they are vital in effectively
managing workplace conflict.
Almost et al. (2016) also executed a study concerning the various ways of mitigating
and reducing conflicts among the healthcare teams by reviewing empirical studies on the
causes, predictors, and sources of conflict in the healthcare settings. They ascertained that
quality care requires the healthcare teammates to work and collaborate positively with each
other. The researchers also posited that interpersonal conflicts could adversely affect these
relations in the modern stress-laden workplace. Markedly, Almost et al. (2016) used an
integrative literature review as the primary data collection technique, and the reviews were
based on the Whittemore and Knafl review approach. The information was analyzed through
grouped themes. The researchers found that conflict management is significantly influenced
by individual characteristics, interpersonal conditions, and contextual factors. They also
7
established that poor working environment, poor communication, inadequate support, role
ambiguity, and lack of emotional intelligence were among the primary sources of conflict in
the healthcare settings. Almost et al. (2016) advised that it is essential for all employees to
improve their accountability awareness and actively minimize and understand the sources,
causes, and mitigations of the organizational conflict.
Moreover, O'Neill and Mclarnon (2018) carried out a study regarding how business
organizations can increase their performance by optimizing team conflict management
strategies. Precisely, the researchers collected data by reviewing research and theory
involving process, relationship, and tasks conflicts. They used conflict management, team
performance, and psychological safety as the main study variables, advanced or extracted
from the Team Conflict Dynamics Model. The researchers examined conflict transformations,
negative feedback loops, and conflict management processes' common effects over time.
O'Neill and Mclarnon (2018) also incorporated contextual features involving the
organizational environment and team design. Based on the team's performance and
innovation activities when employees work, the researchers concluded that a group's
productivity could not be substituted with other conflict management measures. The study
shows that team or group work in the workplace plays a significant role in managing the
resulting conflicts besides illuminating positive impacts on the firm’s productivity.
Clark (2017) also wrote an article concerning managing the four generations present
in the modern workplace. He argued that today’s organizations had employed workers from
the four main generations, specifically comprising of millennials, baby boomers, generation
Z, and generation Y. Thus, conflicts in the work environment have become inherent and
immense since people in different generations have different perspectives towards the job
ethics and core values that bind the employees together besides enhancing unity. Each
generation has unique characteristics and core values, which are beneficial in various ways,
8
like improving patient care. However, like other diversity components, generational
differences also pause or generate challenges to the firm, such as inducing employee
conflicts. They reviewed collected information from previous studies in the workplace and
educational settings to examine how the different generations can effectively work together
regardless of their differences. They concluded that mutual understanding and effective
communication are the primary tools that organizations should employ in ensuring that
different generational members co-exist peacefully and professionally in the workplace
settings.
In addition, Rezvani, Barrett, and Khosravi (2019) examined the correlation between
emotional intelligence components, particularly the level of trust in the team, conflict
resolution, and its influence on team productivity and performance. They used a sample study
design comprised 389 participants from 84 project teams selected from large-scale
construction projects. They employed a survey data collection technique. The researchers
established that the team's emotional intelligence was positively associated with its
productivity and performance. Besides, they found that conflict and trust play a mediating
role in the team's emotional intelligence, productivity, and performance. The members' ability
to perceive and understand their emotions and other people's emotions impacted the team's
performance profoundly. It was likely to reduce conflicts and increase trust among the
members.
Lastly, Roberts (2019) explored various dynamics and challenges of interagency,
interdivisional, and multidisciplinary relations, which demand intergroup relations
management in the workplace. The study specifically focused on establishing the connection
between collaboration and conflicts among the employees in the same working environment
or department. Roberts asserted that all dynamics of human services have complex tasks that
demand the collaboration of members from different teams or groups, whether in working in
9
different agencies, single organizations, and within the same departments. This collaboration
requires better team management and coordination. The author also posited that intergroup
conflicts and rivalry are inherent regardless of the tasks' fragmentations. Besides presenting
more chances of failure than success possibilities, Solving them amounts to frustrations.
However, Roberts (2019) ascertained that an effective communication system is a primary
tool that organizational management should employ in solving teamwork conflicts and rivalry
to enhance efficiency and productivity.
Benefits of the Study
The present study is significant to business operations managers, supervisors, and
human resource managers and benefits the researchers and the general public. Firstly, it
provides adequate information concerning the benefits of implementing diversity in the
workplace, such as maximizing profits, minimizing risks, boosting innovation and invention,
reducing employees’ turnover rates, and promoting employee satisfaction in the job
environment. It also highlights diversity as the main challenge of modern business enterprises
since it is common for firms to have employees with varying religious and political
ideologies from different generations, races, gender, physical abilities, and sexual
orientations. Many companies also have employees with different education levels and
different geographical and cultural backgrounds, making conflicts inherent. The study
presents various ways that modern business organizations and companies can manage
conflict, such as investing in employees' emotional intelligence, constructing an effective
communication system, and boosting teamwork in the firm. Secondly, it benefits the
researchers by providing more insights into the correlation between workplace diversity and
conflict management in the workplace. It is a topic that has limited or few previous studies.
Lastly, the study serves the general public as it teaches them about the various challenges
10
they are likely to face in the workplace and offers them some reliable strategies for curbing
conflict in the work environment.
Research Design
Participants
The study aims to determine the relationship between conflict management and
workplace diversity from a sample of 1000 participants selected from five companies listed in
the stock exchange in California. Data will be collected through the department supervisors,
operations managers, and human resources managers. Only managers and supervisors who
have worked for the company for five years will be selected for the study to ensure that the
information presented is not biased or inaccurate.
Sampling Design
The study will apply convenience sampling, a nonprobability type of sampling, and
involves data collection based on or following the respondents’ availability. Participants have
a non-zero chance or possibility of being selected for the study. Potential participants willing
to be part of the study in the specific companies will present fill out the online survey
questionnaires. One of the advantages of this sampling technique is that responses are timely
and have a higher chance of getting all the uploaded questionnaires filled because participants
are concerned and are willing to finish to exercise to ensure the outcomes are reliable. One of
its drawbacks is that information presented can be biased.
Data Collection Design
Data will be collected using online survey questionnaires that will offer open-ended
and close-ended questions, depending on the amount of information that the researcher wants
to extract. Online data collection is the most suitable form of gathering information due to
covid-19 restrictions.
Data Collection Instruments and Procedures
11
The study will use an online questionnaire as the primary research tool, structured
depending on the expected responses. Some of its segments will be closed-ended to avoid
ambiguity and general responses, while others will be open-ended to allow the participants to
elaborate their sentiments. After seeking permission from the relevant authorities, the
questionnaire will be uploaded to the specific firm's website. Participants will be given a two-
week duration to allow ample time to fill out the questionnaire. After receiving the filled
questionnaires, the researcher will take three days to proofread and seek clarification where
data seems to be ambiguous or incomplete.
Data Analysis
Information collected will be analyzed using the regression analysis correlation
coefficient analysis and the Statistical Packages for Social Sciences (SPSS) version 26.0
software. Regression analysis will indicate whether the dependent variable (conflict
management) has a negative or positive correlation with the independent variable (diversity,
which is represented by effective communication, teamwork, and emotional intelligence).
Nature and Form of Results
The resulting outcomes will be presented using charts, tables, figures, and graphs.
Graphs and charts ensure that the audience has a rough and informed idea concerning the
study outcomes. Charts will show the rate of participants' responsiveness, which is essential
in determining the internal validity of the research before delving into establishing what the
researcher aimed to achieve. They will be represented in the form of pie charts. On the other
hand, a graphical representation of the results will be conducted through the bar graph,
showing the findings' trend, line, and variation. In addition, the researcher will provide
precise information above the charts and graphs to enhance the study's interpretation.
The study expects to find that diversity in the workplace has a significant and positive
correlation with conflict management. Diversity involves people from different backgrounds,
12
education levels, races, ages, and sexual orientations working together in the same workplace
to maximize the firm’s profit and productivity. However, it can result in a wide range of
conflicts within the organization, which can be managed using effective communication,
teamwork, and improving employees' emotional intelligence.
Budget
Expenses and Costs US$
Telephone 3000
Traveling & Per-Diem 10,000
Lunch 2000
Consultancy 4000
Miscellaneous 1000
Total 20,000
Schedule
The study will take three months. The significant phases include selecting the five
study companies, which will follow the criteria or condition that they must be listed in the
stock exchange. The exercise will take a maximum of two weeks. The second project activity
involves seeking permission from the relevant authorities in the five companies, which will
be a three-week exercise to ensure the research meets or negotiates with the relevant officers.
Thirdly, the researcher will embark on uploading the study questionnaire to these companies'
websites, which will help select the participants through convenience sampling. The activity
will take a maximum of two weeks. Forth, the other activity involves data collection.
Participants will be allowed a maximum of two weeks to send their responses. Consecutively,
the researcher will take three days to proofread the questionnaires and seek clarification. Data
analysis and presentation will be the following milestones and take three weeks.
Ethical Considerations
The present study will ensure that participants give informed consent by presenting
them with a form that states the benefits, institutional approval, risks, and information about
the study funding on the first page of the questionnaire. It also prioritizes the participants'
13
privacy and confidentiality by assuring them that shared data will exclusively be used for the
study besides guaranteeing anonymity. The information collected will not be linked to any
participant to protect participants’ privacy (Arifin, 2018). In addition, the study favors
voluntary participation, which ensures that none of the participants will be coerced to share
information that they wish to withhold, nor will they be pressured to participate in the study.
The researcher will give them ample time to decide whether they are willing to play or
participate in the present study. Lastly, the study will embrace diversity during participants'
selection to avoid biasness and to uphold the study's internal and external validity.
Implications and Limitations
The study implies that business organizations' management should construct and
implement effective communication systems as a primary tool for managing conflict in the
workplace. It gives employees an equal opportunity of giving their opinions and constructive
criticism without the fear of offending the superiors or being discriminated against, which
would lead to a conflict in the firm. It also advocates that companies’ management invest in
offering emotional intelligence education to the diverse workforce. It helps enhance peaceful
and professional co-existence because employees can perceive other people's emotions and
avoid instances that would lead to a conflict. One of the limitations to the study is limited
access to the participants due to the current covid-19 restrictions that require people to uphold
social distance. Also, there is a higher possibility of receiving biased responses since
participants will be selected using convenience sampling, raising questions about why some
of the management members are willing to participate while others are not.
14
References
Almost, J., Wolff, A. C., Stewart‐Pyne, A., McCormick, L. G., Strachan, D., & D'Souza, C.
(2016). Managing and mitigating conflict in healthcare teams: an integrative
review. Journal of advanced nursing, 72(7), 1490-1505.
Arifin, S. R. M. (2018). Ethical considerations in a qualitative study. International Journal of
Care Scholars, 1(2), 30-33.
Clark, K. R. (2017). Managing multiple generations in the workplace. Radiologic
Technology, 88(4), 379-396.
15
Hopkins, M. M., & Yonker, R. D. (2015). Managing conflict with emotional intelligence:
Abilities that make a difference. Journal of Management Development.
Mathieu, J. E., Hollenbeck, J. R., van Knippenberg, D., & Ilgen, D. R. (2017). A century of
work teams in the Journal of Applied Psychology. Journal of applied
psychology, 102(3), 452.
O'Neill, T. A., & Mclarnon, M. J. (2018). Optimizing team conflict dynamics for high-
performance teamwork. Human Resource Management Review, 28(4), 378-394.
Rezvani, A., Barrett, R., & Khosravi, P. (2019). Investigating the relationships among team
emotional intelligence, trust, conflict, and team performance. Team Performance
Management: An International Journal.
Roberts, V. Z. (2019). Conflict and collaboration: Managing intergroup relations. In The
unconscious at work (pp. 164-173). Routledge.
Shelley André, R. N. (2018). Embracing generational diversity: Reducing and managing
workplace conflict. ORNAC Journal, 36(4), 13.
Tjosvold, D., Wong, A. S., & Feng Chen, N. Y. (2014). Constructively managing conflicts in
organizations. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 545-568.
