The management of workplace conflict: Contrasting pathways in the HRM literature.

Denise Currie, Tom Gormley, Bill Roche, Paul Teague

Research output: Contribution to journalArticle

11 Citations (Scopus)
2255 Downloads (Pure)

Abstract

This paper reviews the human resource management literature on the management of workplace conflict. It suggests that workplace conflict is commonly viewed in the literature as a symptom of management failure: the notion that conflict may be intrinsic to the nature of work because employees and managers have hard-to-reconcile competing interests is given short-shrift. At the same time, the paper identifies important differences in the literature, which the authors call ‘pathways’, about the best methods to manage problems at the workplace. It is argued that four contrasting pathways can be detected in the literature with regard to how organizations approach workplace conflict management practices. Each pathway is examined fully and their respective strengths and weaknesses are assessed.

Original languageEnglish
JournalInternational Journal of Management Reviews
Early online date18 May 2016
DOIs
Publication statusEarly online date - 18 May 2016

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