1. Institutional Affiliation Date

2. INTRODUCTION Human Resource Management in workplace conflict resolution. Workplace conflicts can be avoided if the right strategies are applied Use of HR department in solving disputes is very important

3. Identification and resolving Labor issues in the workplace Unfair treatment Distress over disciplinary actions Anxiety over new human resources (HR) policies

4. Union and non-union affairs Concerns over Production and non-production Supervisors handling of: Union grievances procedures Employees concerns in their offices

5. Effect on employees Confusion in voicing their concerns due to procedures of handling grievances Health issues like stress and depression affecting attendance and performance Poor workplace morale Increased staff turnover Recruitment of staff problems The business’ reputation and ability to stay competitive affected

6. The cost of conflicts Financial costs in terms of legal fees and time Stress of going through the process and anxiety over the outcome Poor performance and reduced output

7. Conflict management system A good workplace conflict management system consist of 4 quotients: The justice quotient The efficiency quotient The engagement quotient, and The resource quotient (Collins and O'Rourke, 2009).

8. Conflict management system contd… Non-union workplaces

9. Handling grievances practices Voicing grievances procedures Dispute resolution procedures

10. Strategies to proactively avoid grievances RECOMMENDATIONS Identification of employees grievances Addressing the identified grievances Creation of positive employee relations

11. Dispute resolution for non-union offices Recommendations for a sample procedure for conflict resolution; Set the scene Gather information Agree to the problem Brainstorm possible solutions Negotiate a solution

12. Procedure for handling dispute in the production facility RECOMMENDATIONS Complaints investigations How to work effectively with union representatives Supervisors responsibilities Actions to avoid while handling grievances

13. Training line managers COVERAGE PROPOSALS How to handle grievances How to avoid grievances to mitigate against violations (Raines, 2013).

14. Strategies of handling conflicts Staying calm Listening to understand Attacking the problem, not the person Avoiding the blame game Focusing on the future not the past Asking the right kind of questions Linking offers Being creative Celebrating the agreement

15. Conclusion Importance of conflict resolution in an organization Conflict resolution as part of leadership skills Negotiation as a conflict resolution tool

16. References Collins, S. D., & O'Rourke, J. S. (2009). Managing conflict and workplace relationships. Mason, OH: South-Western Cengage Learning. Raines, S. (2013). Conflict management for managers: Resolving workplace, client, and policy disputes. San Francisco: Jossey-Bass.