ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015)

www.elkjournals.com ……………………………………………………………………………………………………………… UNDERSTANDING CONFLICT MANAGEMENT AND RESOLUTION IN SCOTTS GARMENTS LTD

Anjali Ganesh Professor, Department of Business Administration St. Joseph Engineering College, Vamanjoor, Mangalore-575028 India ABSTRACT Conflict management is one of the challenges faced by all the organizations. Conflict tends to increase with the level of task interdependence. Scares resources generates conflict because each person or unit that requires the same resource necessarily undermines others who also need that resource to fulfil their goals. Since conflicts are unproductive in any organizations the research has to move in the direction of understanding conflict management and resolution techniques. Conflict when escalates lead to non-productive results in organizations. However conflict can be beneficially resolved to come up with healthy relations. Therefore, learning to manage conflict is integral to the success of the people. Since conflict comprises an emotional component and irrational patterns the resolutions and the effective conflict management is missing in most of the organizations. Unless the organization has effective conflict management and resolution in place, neither the individuals nor the teams will be productive. Thus the study aims to understand Conflict Management and Resolution in Scotts Garments Ltd, that helps in developing greater capacity in analyzing organizational dimensions in conflict. Management uses collaborative bargaining technique to resolve conflict among conflicting parties at Scott Garments Ltd. Misunderstanding and lack of communication causes conflict at Scotts Garments Ltd. As majority of employees are of the age category of below 25, they are aggressive and do not communicate with each other patiently and it has lead to conflict. Based on the findings the study proposes conflict resolution model that can be applied in any manufacturing industry. The study also intends to increase abilities in managing complex situations by developing interventions for conflict resolution. Well managed conflicts stimulate competition and will be a source of powerful motivation. Accepting conflict will enable top managers to deal more effectively with the problems of organizational efficiency, stability, governance, change and effectiveness. Keywords: Collaboration, Competing, Conflict Resolution, Non-Productive, Organizational efficiency

in any situation in which two or more parties

1. Introduction In

this

competitive

business

scenario,

feel themselves in opposition. Conflict is an

organizations strive to achieve their goals,

interpersonal

they often meet with challenges that they

disagreements over goals to attain or

must

methods to be used to accomplish those

overcome

as

a

team.

Conflict

management is one of the challenges faced

process

that

arises

from

goals.

by all the organizations. Conflict can occur 42

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

Conflict can occur among employees,

2. Brief Literature Review

between individuals or groups, and across

Interpersonal conflict is the most noticeable

organizations as they compete. Interpersonal

form in the workplace which is expressed

conflicts are serious problem to many people

through

because they deeply affect an individual’s

discrimination

emotions. Conflict tends to increase with the

interpersonal conflicts. Donais, (2006) states

level

Scares

that stress arising from personal factors

resources generates conflict because each

including from home trickle into the office

person or unit that requires the same

causing

resource necessarily undermines others who

employees due to work style clashes,

also need that resource to fulfil their goals.

seniority and pay equity conflict. Conflict

Ambiguous or the clarity in rules breeds

can

conflict.

If one team interferes with the

distribution of duties, workload and benefits,

other team’s goals uncertain situations

tolerance for risk taking, and varying views

which crop up will lead to conflict. People

on accountability. The sources of workplace

also hold different beliefs and adhere to

conflict can

different value systems. Their philosophies

interpersonal and organizational conflict.

may diverge, or their ethical values may lead

Both need to be taken care of as they prove

them in different directions which also lead

to

to conflict in organizations. Since conflicts

constructive. Jehn and Mannix (2001) Dirks

are unproductive in any organizations the

and Parks (2003) and Guerra et al., (2005)

research has to move in the direction of

conducted the research in understanding the

understanding conflict management and

varieties of conflicts in organizations. As per

resolution techniques. The study aims to

them the conflict can be divided into three

understand

categories. They are substantive or task,

of

task

interdependence.

Conflict

Management

and

grapevine.

the

interpersonal

arise

be

are

Harassment

over

common

conflict

resource

between

allocation,

flow into two directions, viz.,

more

destructive

helps in developing greater capacity in

conflicts. Organizational conflicts stem from

analysing organizational dimensions

in

hierarchy and the inability to resolve

conflict.

to

conflicting interests. Supervisor subordinate

increase abilities in

also

managing

intends

complex

tensions

are

heightened

and

than

affective

study

relationship,

rather

Resolution in Scotts Garments Ltd which

The

or

most

and

by

process

a

power

situations by developing interventions for

differential while differences in supervisory

conflict resolution.

styles between departments can also breed 43

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

conflict. At different hierarchical levels

person's accomplishing goals. In handling

workplace conflicts arise due to the specific

conflict, they see themselves and others as

features of conflict of different people in

competing for a share of scarce resources.

organization (Wilhelm et al., 1993; Xin and

The

Pelled, 2003). People need to protect their

(Thomas, 1992; Cloke and Goldsmith, 2000;

self image and self esteem from damage

Eisaguirre’s, 2002 ;) have interpreted that

caused by others. When self concept is

employees are unable to handle conflict on

threatened, a relationship deteriorates (John

their own and must be told how to manage it

W Newstrom, 2007) and ultimately leads to

in a positive way. Weiss and Hughes (2005)

interpersonal conflict.

suggested that people lack an innate

Conflict can be constructive and destructive.

understanding of how to deal with conflict

According

(2000)

effectively. Therefore they suggested that

constructive conflict is defined as situations

organizational conflict should focus on

when

theories,

strategies that aid managers in embracing

information, conclusions and opinions are

positive conflict and effectively managing

incompatible with those of another, and the

negative conflict situations.

two seek to reach an agreement. It leads to

Conflict might escalate and lead to non-

easier transitions in change, increased

productive results, or conflict can be

productivity and improved problem solving

beneficially resolved and lead to quality

quality (Haas, 1999; and Tjosvold, 2000).

final

According to Joyce Hocket and William

manage conflict is integral to a high

Wilmot (1985) destructive conflicts are

performance team. All conflicts cannot

those where the parties are unhappy with the

necessarily be resolved, but learning how to

outcomes and feel that they have lost. The

manage conflicts can decrease the odds of

authors stated that destructive conflicts often

non-productive

escalate and destroy relationships in the

management

organizations for the smooth flow of system.

related to conflict resolution, self-awareness

According to Pace (1983), people handle

about

conflict

Conflict

communication skills, and establishing a

management styles, are a result of an

structure for management of conflict in the

individual’s concern for accomplishing one's

environment. According to Steven L et al.,

goals and one's concern about the other

(2008) people respond to conflict by using

to

one

in

Johnson person’s

habitual

et

al.,

ideas,

ways.

studies

in

products.

conflict

Therefore,

management

learning

escalation. involves

conflict

acquiring

modes,

to

Conflict skills

conflict

44

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

one of five modes such as Compromising,

concern for personal goals and high concern

Accommodating, Avoiding, Collaborating

for the relationship); 9,9(high concern for

and Competing. Each of these modes can be

both); and 5,5 ( moderate concern for both).

characterized by two scales: assertiveness

Carnevale et al.,(1981) have suggested two

and cooperation. None of these modes is

ways of resolving differences: bargaining

wrong to use, but there are right and wrong

and norm-following. These imply two types

times to use each. Choosing a preferred

of

conflict management style, but the best style

bargaining, each party endeavours to coerce

varies with the situation. The problem-

or lure its adversary into making maximum

solving style is the preferred approached to

concessions while conceding as little as

resolving

situations

possible. In norm-following, both parties

because it is the only one that actively tries

attempt to locate and follow rules that are

to optimize the value for both parties.

appropriate to the issue in question. The

However, this style works well only when

essence of conflict resolution and conflict

the parties do not have perfectly opposing

management is the ability to communicate

interests and when they have trust and

effectively. People who have and use

openness to share information. In the

effective communication will resolve their

management of conflict, the style of those

conflicts with greater ease and success.

involved in a conflict play a critical role.

(Udai Pareek, 2004).

Some style may promote a search for

As per Kahn et al., (1964) Conflict among

solution whereas others may lead to

managers and employees are common in all

deadlock. Several approaches to conflict

organizations (Kwahk and Kim, 1998).

management have been proposed. Two of

Floyd and Lane (2000) stated that managing

these are quite well known: one by Likert

role conflict

and Likert (1976). Using the famous grid

organizations. Due to the stressful nature of

model of bake and Mouton, which has

the problems, conflicts arise out of the

proposed five styles of conflict management,

decisions that are made and the relationships

showing different degrees of concern for

among team members. Top managers are

both dimensions, personal goal and the

relied upon to address corrupt strategic

relationship: 1,1(low concern for both);

problems. Top managers must work as a

9,1(high concern for personal goals and low

group to anticipate, define, and solve

concern

problems that are too complex, dynamic,

conflict

for

the

in

many

relationship);

1,9(low

conflict

management

is

styles.

a big issue in

In

the

45

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

and ambiguous for a single executive to

to maintain an atmosphere of harmony

handle alone (Schweiger et al., 1986,

within the group. Lastly, the fifth conflict

Schweiger, Sandberg, &Rechner, 1989).

management style is that of the avoider or

When

top

impersonal complier. This person Sees

complicated

conflict as a totally negative entity and

handling

management

these

teams

situations,

face

relationships between the organization and

therefore,

outside world, uncertain environments, and

conflict by refusing to get involved.

inadequate

the

The conflicts might arise due to faulty

research of Hall (1969), Blake and Mouton

systems and technologies. H. Erzberger,

(1970), and Kilmann and Thomas (1975),

et.al, (2012) described a unified solution to

generates five conflict management styles.

three types of separation-assurance problems

The first conflict management style is that of

that

the competitor. To the competitor, losing

separation conflicts, arrival sequencing, and

indicates

is

weather-cell avoidance. They stated that

indicative of strength. Winning is the

algorithms for solving these problems

competitor's only goal. The second conflict

played a key role in the design of future air

management style is that of the collaborator

traffic management systems such as the US's

or problem solver. This style de-emphasizes

NextGen. Because these problems could

the significance of winning and losing. The

arise simultaneously in any combination, it

collaborators goal is to help find mutually

was

acceptable solutions to group member’s

algorithms for solving them. A unified and

problems. The third conflict management

comprehensive solution to these problems

style is that of the compromiser or

provided the foundation for a future air

maneuvering conciliator. This person works

traffic management system that required a

to help the group at the expense of the

high level of automation in separation

individual, as the person sees everyone as

assurance. The authors described the three

standing to lose in a conflict. A situation of

algorithms developed for solving each

giving up frequently evolves. The fourth

problem and then showed how they were

conflict management style is called that of

used sequentially to solve any combination

the accommodator or friendly helper. The

of those problems. The first

possessor of this style is non-assertive. An

algorithms

individual neglects personal needs and goals

conflicts. It generated multiple resolutions

information.

weakness,

Blending

while

winning

can

reduces

occur

necessary

involvement

in

to

resolved

in

en-route

develop

the

airspace:

integrated

set

of

loss-of-separation

46

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

for each conflict and then selected the one

techniques available to the international

giving the least delay. Two new algorithms,

community. Butler’s book on International

one for sequencing and merging of arrival

Conflict

traffic, referred to as the arrival manager,

Resolution in the Twenty-First Century

and the other for weather-cell avoidance

explained four types of international conflict

were presented.

management – peacekeeping, mediation,

Management

and

Conflict

peace enforcement and adjudication – and The book reviews also reveal interesting

the challenges posed to them by the post-

conflict resolution and management styles.

Cold War security environment. It defined

Oksamytna (2014) reviewed three volumes

international conflict management as, any

which represented different perspectives on

effort by a third party at preventing a

international

conflict from getting worse.

conflict

management

and

resolution. Two of them, International

The countries also get involved in serious

Conflict

conflicts. Justwan (2015) explained under

Management

and

Conflict

Resolution in the Twenty-First Century,

which

were explicitly designed as textbooks for

involved in a dispute decided to pursue

undergraduate or graduate students. They

binding

were less well-known than, for instance,

argued that the existing literature was

Contemporary Conflict Resolution by Oliver

incomplete. In order to fully understand why

Ramsbotham, Tom Woodhouse and Hugh

democratic

Miall, which was among the most frequently

arbitration or adjudication over alternative

assigned texts for British students. It should

strategies, it was necessary to consider the

not however be seen as a judgement on their

social trust levels of the general populations

quality since they had a slightly different

in both states. During arbitration and

focus.

Conflict

adjudication, states gave up sovereignty in a

broad

crucial domain of foreign policy. This loss

and

of control should be less problematic for

Unlike

Resolution, overview

Contemporary

which of

provided

the

a

philosophical

circumstances

conflict

two

democracies

management?

decision

makers

Autoor

chose

theoretical debates on conflicts and the ways

high-trusting societies

to address them, International Conflict

trusting

Management and Conflict Resolution in the

generally optimistic about the behavior of

Twenty-First

strangers, they were more likely to place

accounts

of

Century various

offered

detailed

strategies

and

counterparts.

than their lowIf

citizens

were

their country’s interests under the control of 47

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

others. Furthermore, since the general

attention be paid to cross-cultural factors in

population posed smaller constraints on

international conflict management.

decision makers in nondemocratic settings, author expected the effect of trust to be strongest in democratic dyads. An empirical analysis with a new data set of social trust provided

support

for

the

hypothesis.

Bercovitch and Foulkes (2012) stated the importance of culture in organizational behavior

with

implications.

the

concept

and

its

They wrote that traditional

approaches to conflict emphasized the supremacy of the state while ignoring many of the unique internal features which differed between states. They also argued that it was a mistaken approach and that one feature in particular, namely culture, indeed had a profound effect on how states perceived the world, behaved in it, and managed their conflicts. Culture had become more important in the current environment, where much conflict takes place not just between states, but mostly between groups, divided along cultural or religious lines, within

a

state.

Authors

developed

a

theoretical framework to examine culture, its dimensions, and how these might impact on mediation and found that cultural variation did indeed have a significant impact on mediation and conflict resolution. Authors concluded

by

suggesting

that

greater

Apart

from

the

general

conflicting

situations organizational conflict is mainly pertinent to the present study. According to Saundry et.al, (2013) the workplace conflict has

become

individual

increasingly employment

manifest disputes

in as

collective labour regulation has been eroded. Accordingly, attention has been focused on finding ways to facilitate the early resolution of such disputes. As per the authors policymakers have placed a particular emphasis on workplace mediation. However, the broader impact

of

mediation

on

conventional

grievance and disciplinary processes and on the workplace relations that underpin them has been largely ignored. The authors reported on research into the introduction of an in-house mediation scheme within a primary care trust. The study explored the implications of the scheme for workplace relations

within

the

organization,

the

dynamics of conflict management and trade union influence. They argued that the introduction of mediation provided a conduit through which positive workplace relations were rebuilt which in turn facilitated informal processes of dispute resolution. Gent and Shannon (2011) uncovered the relationship between bias and effective conflict resolution by exploring the bias of 48

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

third parties.

Authors found that bias

other organizations because clash of interest

increased the likelihood that a third party

is virtually built in the jobs they are

would engage in unobtrusive techniques like

expected to perform. Nischal and G.

good offices and decreased its propensity to

S.Bhalla

(2014)

pursue

conflict

management

involved

mechanisms

like

attempted

to

explore

mechanism

that

arbitration. Additionally, bias was inversely

prevailed in public and private sector

related to the range of issues addressed at a

banking organizations in a comparative

settlement attempt. As such, unbiased third

form. For this purpose, a total of 20

parties were more effective because they

commercial banks (10 banks each from

were used for the management techniques

public and private sectors) were selected on

that had the most potential to resolve

the basis of highest number of employees’

conflicts. Effects of diversity in team

database from three prosperous regions of

members’ rational and intuitive cognitive

Punjab that is, Amritsar, Jalandhar and

styles on team outcomes were investigated

Ludhiana. Overall 181 bank managers from

by Mello and Lisa A. Delise (2015) in a

the public sector and 184 bank managers

moderated-mediation

exploring

from the private sector had been surveyed

conflict management as a moderator and

with the help of pretested structured

cohesion as a mediator. The negative effects

questionnaire based upon Udai Pareek’s

of diversity on cohesion were moderated by

model, that is, Opinion Survey on Conflict

conflict management, such that diversity

Management (OSCM). Results indicated

harmed cohesion when conflict management

that managers of public and private sector

was low but had no effect when conflict

banks both preferred to negotiate first to

management was high. Cohesion mediated

resolve conflict and were least concerned to

the relationship between the interaction of

follow the withdrawal strategy and defusion

cognitive diversity and conflict management

strategy to handle conflict in their relative

on team viability but not task performance.

concerns.

Implications for practice included promoting

demonstrated

cognitive diversity and conflict management

differences in the opinion of managers

training in diverse teams.

employed of these public sector and private

model,

Independent

sample

statistically

t-test

significant

sector commercial banks selected under No organization is free of conflicts. Nor should they be. Conflicts are an integral part

study

concerning

management strategies.

various

conflict

Conflict is an

of the functions of the service workers like 49

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

inevitable part of living because it is related

determined their personality, pattern of

to situations of scarce resources, division of

behaviours and conduct.

functions,

power

differentiation.

relations

In

the

and

role-

organizational

environment, awareness of each employee’s nature is critical to success. When such employees

are

self-aware,

workplace

conflict can be minimized and can become productive to the organization. Theories of interpersonal conflict analysis and resolution originate from sociology, social psychology and political science. As per Modh (2014) these theories took shape during twentieth century after World War I and World War II. Some of the prominent conflict resolution

Not many studies have been done to find out

the

Conflict

Resolution in

Management

and

export oriented garment

industry which is one of the important manufacturing industries. Thus in order to fill the gap in the relevant area the present study

on

‘Understanding

Conflict

Management and Resolution in Scotts Garments Ltd.’ was taken up. 3.

Scotts

Garments

Ltd.-a

brief

background Scotts Garments Limited was established

theories are Burton’s ‘human needs theory’,

in 1994 in Peenya Bangalore which is one

Roger Fisher’s ‘principled-negotiation’ and

of the largest industries zones, in South

Lederach’s ‘Conflict transformation’. The

Asia under the visionary leadership of Mr.

author developed a new three energy framework

of

personality

for

conflict

analysis and resolution. This framework is based on the ‘guna’ concept of Bhagavad Gita, an ancient Hindu scripture. The term ‘guna’ indicates the ‘inherent energy’ with which the human mind functions. The three energies identified by the author were Positive Energy (sattva), Dynamic Energy (rajas) and Potential Energy (tamas). People work under influence of these three energies all the time and go through various physical, emotional and intellectual experiences. The quality and quantity of these experiences

Naseer Ahmed, Managing Director, a sitting member of legislative council of state

of

Karnataka

and

Joint

Vice

Chairman of M/s. Bombay Rayon Fashions Limited. Scotts Garments Processing Unit has earned good will in the international business community due to its reputation as a garments exporter with global brands. The company continues to evolve as a major industry player commanding an annual turnover of 140 Million USD. It has 15 factories and state of the art textile mills based in Karnataka and Tamilnadu. Scotts Garments

Ltd

is

committed towards

maintaining industry standards in customer 50

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

social compliance and safety standards. All

labour practices. Their brood spectrum of

the units of Scotts Garments Ltd are

customers includes, value retailers as well

socially compliant and meet highest safety

as higher end fashion brand retailers.

standards. Scotts Garments Ltd (SGL) is a

4. Statement of the problem

Government-recognized

house

Conflict when escalates lead to

having manufacturing facility for woven

non-productive results in organizations.

and knitted garments that includes shirts,

However conflict can be beneficially

tops, skirts, trouser (cotton/denim), shorts,

resolved to come up with healthy relations.

cargos, T-shirts (basic and embroidered)

Therefore, learning to manage conflict is

jerseys supported by in-house facilities of

integral to the success of the people. Since

embroidery, printing, dyeing and washing

conflict

(HR Department Scotts Garments Ltd,

component and

Peenya, Bangalore). They began their

resolutions and the effective conflict

operations

one

management is missing in most of the

manufacturing facility in Bangalore, India.

organizations. Unless the organization has

Over the years they expanded their

effective

operations in India. Further in fiscal 2007,

resolution in place, neither the individuals

their company Scotts Clothing Private

nor the teams will be productive. Thus in

Limited,

of

order to understand the intricacies of

manufacture of knitted garments, was

conflict management and resolution the

amalgamated with the company, with

present study has been taken up with the

effect from April 1, 2006, they believe that

following objectives.

in

fiscal

engaged

export

1993

in

with

business

comprises

an

emotional

irrational patterns the

conflict

management

and

their business model positions them to take advantage of synergies in product design development, manufacturing distribution and sourcing of ready to wear fashion apparel products. They seek to leverage the competitive, advantages of their locations

5. Objectives of the study 1. To understand conflict management and resolution in Scotts Garments Ltd. 2. To understand effect of experience

to optimize value margins. They also seek

of

to cater to their customer needs of

management in an organization.

competitive

pricing

quality

on

the

employee

on

conflict

time

delivery and compliance with global 51

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

3. To understand the influence of

cent from both the strata of the employees,

gender on conflict management in

i.e. 300 blue collar and 60 white collar

the organization.

employees were chosen. Thus total sample correlation

size of 360 was considered as optimum

between availability of abundant

size which was helpful to fulfill the

resources and conflict resolution at

necessary

Scotts Garments Ltd

reliability and flexibility. In order to get

4. To

understand

the

requirements

of

efficiency,

the necessary data a well structured 5. To understand the influence of designation of the employees in conflict resolution.

questionnaire was prepared and the data was collected from the employees who were working at different levels at Scott

6. To understand the importance of

Garments Ltd.

Data was analyzed by

working environment in resolving

applying chi-square test, t-test, ANOVA,

the conflict at Scotts Garments Ltd.

correlation and regression.

7. To

suggest

resolution

appropriate

model

conflict

based on the

findings.

7. Findings The following are the important findings in the study, Understanding Conflict

6. Research Methodology:

Management and Resolution in Scotts

The Scott Garments Ltd has total

Garments Ltd.

21 subsidiaries located all over India. The present study is limited to Scott Garments

7.1 Demographic Characteristics:

Ltd, Bangalore. This study intends to find

The study shows that there are more

out interpersonal conflict, the conflict

employees who are below the age group of

management

resolution

below 25 years (156) than the employees

approaches to formulate suitable strategies

who belong to the age category of above

which would help all the employees to

35 years.

create a healthy working environment at

employees (251) than male employees

Scott Garments Ltd. The total population

(109) working in Scotts Garments Ltd.

at Scott Garments Ltd, Bangalore was

This

3600 in the year 2014-15. There were 600

environment is more suitable to the female

white collar employees and 3000 blue

employees.

collar employees. The sample of 10 per

respondents are married. The study shows

and

conflict

is

There are more female

because

the

Majority

nature

(215)

of

work

the

52

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

that most of the blue collar respondents

management must strive to foster an

(188) are below SSLC and some are SSLC

environment where a worker is free to

(147) and higher and very few respondents

express the employee’s conflict.

(25) who are of white collar are graduates.

 The management must communicate this

The majority of the respondents (296) have

policy during the new employee’s

less than 5 years of experience. The study

induction/orientation and at ongoing

also identifies that majority (276) of the

management meetings.

employees are in the Income level of less

 The management should ensure that no

than Rs 10,000 when compared to the

employee will be punished for reporting

other groups that have higher income than

their conflict  The management should ensure that the

Rs 10000. 7.2 Conflict management and resolution

personal conflict cases should be kept

at Scott Garments Limited

confidential. the

 A large number of worker’s conflict

management is fully committed to identify

arises due to bad and unhealthy working

and

its

condition in the factory and difference of

employees. The rights of all the workers

opinion on any particular point between

shall be respected. The organisation is

the management and workers

At

Scott

redress

Garments

the

Limited

conflict

of

all

committed to provide, achieve and sustain high standards of working environment for all its employees. Scotts is committed to ensure

employee’s

satisfaction

by

identifying and redressing the conflict of employees if any. As per the conflict policy of the company:  Conflict is an argument affecting one or more persons and the complaint can be either oral or written dissatisfaction, which is mostly related to work and is brought to the notice of the management.  The management must treat every employee with respect and dignity. The

7.2.1 Reporting Procedures: The management will provide a procedure for employees to report their conflict.  Normal

procedures

supervisors

are

not

through adequate

direct for

reporting conflicts. The management has also

established

an

upstream

communication system or suggestion box where workers can raise their conflict.  The factory has formed a conflict committee consisting of male and female workers as worker’s representative.

53

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

 The conflict committee should follow the

conflict

redress

procedure

for

problem solving.  The

conflict

employees that they were informed of the

disciplinary

action

and

any

consequences that may result from system

enables

the

further rule infractions.

management to detect any defect or

 No employee of the organisation is

flaws in the working conditions and

exempted from this policy as it applies

undertake suitable corrective measures.

to workers, staff and all others.

7.2.2 Investigation:

7.3 Association between gender and their

If a conflict is received, the management

response

immediately investigates the allegation.

environment in conflict resolution: Chi

The

conducted

square test was applied to understand the

people

association between gender and their

Conflict

response to supportive work environment

resolving committee will handle a conflict

and the results are depicted in Table 1.Chi-

in the following manner:

Square Tests it is observed that ‘p’ values

 Defining the nature of the conflict

for the variables selected under Pearson’s

 Getting all relevant facts about the

Chi square test stands at 0.063. P value is

investigation

discretely representing

by

will a

a

be

qualified

committee.

conflict

to

supportive

work

0.063 is greater than 0.05. Thus it is

 Analysing the facts

understood that there is no significant

 Taking an appropriate decision after a

relationship between the gender of the

careful study and consideration of the

respondent

facts

supportive conflict resolution environment.

 Communicating the decision to the aggrieved workers

and

their

responses

to

7.4 Association between designation and their

response

to

supportive

work

7.2.3 Documentation to be maintained:

environment in conflict resolution: Chi

 Every conflict investigation and any

square test was applied to understand the

disciplinary action taken should be

association between designation and their

properly documented.

response to supportive work environment

 The management keeps records of disciplinary actions written

taken including

acknowledgement

from

and the results are depicted in Table 2. Table 2 shows the results generated from Chi-Square Tests. It is observed that ‘p’

54

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

values for the variables selected under

reveals that P=0.024 is lesser than 0.05 and

Pearson’s Chi square test is 0.284. P value

the Pearson’s r=0.119 and α = 0.05 which

is

shows that there is a positive correlation

greater than 0.05 it is understood that

there is no significant relationship between

between

the designation of the respondent and their

effective conflict resolution. However, the

responses to supportive conflict resolution

correlation is considered to be weak and

environment.

thus

to

expansion

understand

of

the

resources

influence

and

of

independent variable on dependent variable 7.5 Association between experience and their response to conflict resolution environment:

association between experience and their response to conflict resolution environment and the results are depicted in Table 3. Table 3 shows that F=0.529, DF= 2 and P value = 0.590 since p value is more than α 0.05, the results are not significant, Post Hoc (LSD) results in Table 4 shows that there is significant

analysis is also used.

The test states that R

squared is 0.014 which indicates that 1.4%

ANOVA test was applied to understand the

no

(conflict resolution is effective). Regression

difference

between

the

responses of the employees of less than 5 years of experience and more than 10 years of experience in Scott Garments Ltd.

of the conflict resolution has been explained and adjusted R squared value is .011 which is close to the R squared value 0.014. This level of predictability is low as conflict resolution is affected by many other variables. There could be 0.060 variability of data response around its mean. The test shows that the equation Y= a+bx is interpreted

as

conflict

retention

2.663+0.146 times of expansion of resources which indicates that the level of customer retention is influenced by Expansion of

7.6 Correlations between expansion of

resources to the extent of 2.663+0.146

resources and effective conflict resolution

times. It means that there is a significant

at Scotts Garments Ltd: The Pearson

relationship between expansion of resources

correlation was applied to understand the

and effective conflict resolution at Scotts

correlation

Garments Ltd.

between

the

expansion

of

resources and effective conflict resolution at Scotts Garments Ltd and the results are depicted in Table 5, Table 6 and Table 7.

7.7

The

importance

of

working

environment in resolving the conflict at Scotts Garments Ltd:

The interpretation of the correlation test 55

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

 Open discussion: There is face to

 Conflict

resolution

style:

face meeting of the conflicting

Management uses different conflict

parties and resolving it through open

resolution style at different situation.

discussion as agreed by the 68 per

Out of 360 respondents 41 per cent

cent of respondents out of 360

of

respondents. It is necessary to have

collaborating style, 20 per cent of

open

respondents agreed for Avoiding

discussion

between

the

respondents

conflicting parties so that they can

style, 18 per cent

express

their

of respondents

the

agreed

understand

the

13per cent agreed for competing

in

style, 8 per cent of respondents

finding out various solutions to the

agreed for accommodating style.

problem.

The cooperation of the conflicting

problem

will better

The

which

study

helps

says

that

for

for

and

moderator

feelings

agreed

compromising

style,

sometimes there will be withdrawal

parties

or avoidance of conflict as agreed by

goals was agreed by 47 per cent of

most of the respondents. Most of the

respondents and 35 per cent of

conflicts that are personal in nature

respondents were neutral. These

are avoided by the management. If

goals

the issue is not important and the

unattainable without the help of all

situation has a potential to escalate to

parties involved in the conflict, as

violence then avoiding the conflict

two or more parties or team of

becomes the best choice by the

people are involved in achieving

management.

specific goal. Expansion of resources

Out

of

360

facilitates super ordinate

must

be

highly

valued,

respondents most of the respondents

can create win-win situation.

agreed that the management uses its

of 360 respondents 153 respondents

formal authority to resolve the

strongly agreed and 166 respondents

conflict. When a leader who has

agreed because the main cause of

authority

scarcity of resources was poor

automatically

subordinates obey

the

will leader’s

distribution

of

resources.

Out

207

command though it does not solve

respondents out of 360 respondents

the cause of the conflict.

agreed that conflicting parties use compromise approach to resolve 56

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

conflict,

83

were

This interprets that employees are

neutral, 65 respondents disagreed

working with harmony and cooperate

and

disagreed.

with each other. Conflict arises from

Compromise sends a message of

differences, both large and small. It

tolerance,

and

occurs whenever people disagree over

sympathy for both parties leaving

their values, motivations, perceptions,

integrity and dignity intact. The

ideas, or desires. Sometimes these

study interprets that the management

differences appear trivial, but when a

uses

bargaining

conflict triggers strong feelings, a deep

technique to resolve conflict among

personal need is often at the core of

conflicting parties at Scott Garments

the problem. Therefore the needs of

Ltd and majority of the respondents

both parties play important roles in the

agreed

long-term

5

strongly

understanding,

collaborative

this.

The

parties

success

most

relationships,

mutually agreeable solution is found.

respect and consideration. Research

It helps people attain satisfaction of

shows that healthy people working in

their needs in a

a healthy environment is key to

Through

constructive this

process

and

of

cooperatively work together until a

manner.



respondents

each

deserves

business success. That is because a

conflicts can become opportunities

healthy

workplace

for positive growth and change.

productivity and reduces employers’

Training: The management does not

costs.

have behavioural change technique

 Lack

of

improves

communication:

such as human relations training to

Misunderstanding

alter attitudes and behaviours that

communication

cause conflict at Scotts Garments Ltd

Scotts Garments Ltd. As majority of

and it is agreed by majority of the

employees are of the age category of

employees.

below 25, they are aggressive and

 Supportive

and causes

lack

of

conflict

at

Environment:

don’t communicate with each other

Interpersonal communication among

patiently and it has lead to conflict.

employees is effective and the work

Miscommunication

environment is supportive to conflict

communication can contribute to intra-

resolution at Scotts Garments Ltd.

office conflict. When colleagues work

Work

and

no

57

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

with different sets of information and

problem is not solved as the needs of

have conflicting personalities and

the party giving in are not met.

work approaches, it can create tension

III.

Avoidance/

Withdrawal:

Both

and lead to misunderstanding and

parties walk away from the problem.

anger.

Again the conflict is not resolved,

Based on the findings the study

just deferred and will come back

proposes the conflict resolution

again.

model in Chart I.

IV.

The conflict resolution model can be

Compromise: Both the parties will come to some agreement by each

expressed in the following stages.

giving in half way. It is a partial



Identify: identify that there is a conflict.

solution as not all issues are dealt

For solving any problem one must be

with, only put aside as a bargaining

aware that something is not right which

chip.

needs to be fixed. If a mediator doesn’t



V.

Collaboration:

This is

win-win

know that a problem exists then the

solution as both the parties face the

mediator need not do anything about it.

issues equally and work together to

Action: Once identified, the two parties

find a mutually satisfactory way out.

acknowledge that they need to do

Not only issues resolved, but the

something, and they can engage in

relationship is also resolved.

meaningful discussion to discover, a means

to

resolve

the

issue.

The

II.

Finding solution: Assuming that parties

discussion can take one of several

collaborate, come up with all possible

directions,

the

solutions as both the parties are needed

assertiveness versus cooperativeness the

into consideration. One sided, self

following conflict resolution styles can

serving solutions are dropped.

depending

on

be adopted by the conflicting parties. I.





Declare: Declare the merits of both the

Competing: Each party insisting

parties, focus on the common aspects.

their way. The conflict will escalate

This will align the attitude with the

with no resolution possible.

behaviour to facilitate reconciliation.

Accommodation: One side gives in

Many interpersonal relationships are

to the others demands, but the

damaged not because the action was

58

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………



wrong, but because the attitude was not

the problems of organizational efficiency,

right.

stability,

governance,

change

and

a

effectiveness. Not only managers should

mutually agreeable solution is reached,

endeavour to understand conflict, but they

then implement it and incorporate it into

must also be careful not to fall into the trap

the behaviour. Some good plans never

of viewing it from a negative perspective.

Incorporate

Behaviour:

Once

produce the desired results, because they



are not properly implemented. Both

References

attitude and behaviour need to be

[1] Abby L. Mello and Lisa A. Delise.

consistent.

(2015). Cognitive Diversity to Team

Risk: Realise the risk involved. The

Outcomes: The Roles of Cohesion and

higher the risk, the greater is the reward.

Conflict Management. Small Group

One might find the solution to be

Research, vol. 46, 2: pp. 204-226.

difficult or one may think that the other party is not holding up to their part of bargain. Stay still at the decision and see the result in due time.

(1970). The Fifth Achievement. Journal of Applied Behavior Science, volume 6, 413-426. [3] Carnevale, Peter J.; Pruitt, Dean G.;

Conclusion: Well

[2] Blake, Robert R., and Jane S. Mouton.

managed

conflicts

stimulate

Seilheimer, Steven D.(1981). Looking

competition and will be a source of

and

powerful motivation. Handled properly

visual access in integrative bargaining.

through

Journal

an

appropriate

conflict

management style, conflict can enhance a manager’s organizational

efforts goals.

in

reaching

Conflicts

are

unavoidable within an organization. In

competing:

of

Accountability

Personality

and

and

Social

Psychology, Vol 40(1), pp-111-120. [4] Cloke, K. and Goldsmith, J. (2000). Resolving

conflicts

at

work.

San

Francisco, CA, Jossey-Bass.

order to deal with it as inspired resource,

[5] Dirks, K.T. and Parks, J.M. (2003).

top management or managers must identify

Conflict stories: The state of the science

that conflict exists, and bring it out into the

of conflict. Organizational behaviour,

open so that the issue can be effectively

Mahwah,

dealt with. Accepting conflict will enable

publishers, 283- 324.

Erlbaum

Associates

top managers to deal more effectively with 59

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

[6] Donais, B. (2006). Workplaces that Work: A Guide to Conflict Management in

Union

Environments,

and

Non-Union

Canada

Work

Law

retrieved

Journal of Work and Organizational Psychology, volume (14), PP 157-176. [11]

Haas J L. (1999). A Comparison of

Book,

Perceptions

from:

Communication

of

Organizational Climate

and

http://www.carswell.com/product-

Organizational Communication Conflict

detail/workplaces-that-work-a-guide-to-

Between Principals of Career/Technical

conflict- management-in-union-and-non-

Centers and Principals of Feeder High

union-work-

School. (Doctoral Dissertation,Wayne

environments/#sthash.IM2XndiW.dpuf

State

Aurora, Ontario, Canada.

Dissertations and Theses: Full Text

[7] Eisaguirre, L. (2002). The power of a good fight. Alpha Books. Indianapolis, IN.

database

Strategizing

throughout

the

Organization: Managing Role Conflict in

Retrieved

(Publication

from

No.

AAT

9954202). [12]

[8] Floyd, W. and Lane, P.J. (2000).

University).

Hall,

Jay.

(1969).

Conflict

Management Survey. Austin, Texas, Telemetries, Inc. [13]

H. Erzberger, T. A. Lauderdale and

Strategic Renewal. The Academy of

Y-C Chu. (2012). Automated conflict

Management Review,volume (25, 1), PP

resolution, arrival management, and

54-177.

weather

[9] Florian

Justwan.

(2015).

Trusting

avoidance

management.

for

air

Proceedings

traffic of

the

Publics: Generalized Social Trust and

Institution of Mechanical Engineers,

the Decision to Pursue Binding Conflict

Part

Management.

Engineering, vol. 226, 8: pp. 930-949.

Journal

of

Conflict

Resolution,

doi:

10.1177/0022002715590879. [10]

Guerra,

J.M.,

Martinez,

[14]

Journal

of

Dynamic

Longitudinal

Nature Study

of of

Munduate, L. and Medina, F.J. (2005). A

Conflict

and

contingency perspective on the study of

Academy

of

the consequences of conflict types: The

volume (44), PP 238-251.

role of organizational culture. European

[15]

Aerospace

Jehn, K.A. and Mannix, E.A. (2001).

The I.,

G:

Group

Conflict: Intragroup

Performance.

Management

Journal,

Johnson D W, Johnson R T and

Tjosvold

D

(2000),

Constructive 60

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

Controversy: The Value of Intellectual

[21]

Kwahk, K.Y. and Kim, Y.G. (1998).

Opposition. The Handbook of Conflict

A Cognitive Model Based Approach for

Resolution, Jossey-Bass, San Francisco,

Organizational

PP. 65-85.

International Journal of Information

[16]

Joyce Hocker and William Wilmot.

(1985). Interpersonal Conflict. 2nd ed. rev., Dubuque, Iowa: Wm. C. Brown Publishers, 236 pp. [17]

Management, volume (18),6, PP 443456. [22]

Likert, R., & Likert, J. G. (1976).

Jacob Bercovitch and Jon Foulkes.

York, NY: McGrawHill. [23]

Newstrom

management: Examining the nature and

Organizational

relationship

McGraw

between

culture

and

international mediation. International Journal of Cross Cultural Management, vol. 12, 1: pp. 25-47.

P.

Snoek,

John

W.

(2007).

Behaviour,

hill

publishing

Tata company

limited, New Delhi. [24]

Pace, R. W. (1983). Organizational

communication. Englewood Cliffs, N. J.:

Kahn, R. L, Wolfe, D. M., Quinn, R. and

Resolution.

New ways of managing conflict. New

(2012). Cross-cultural effects in conflict

[18]

Conflict

J.

D.

(1964).

Prentice-Hall, Inc. [25]

Richard Saundry, Louise McArdle

Organizational stress: Studies in role

and Peter Thomas.( 2013). Reframing

conflict and ambiguity. New York:

workplace relations? Conflict resolution

Wiley.

and mediation in a primary care trust.

[19]

Kilmann, R. and K. Thomas. (1975).

Interpersonal conflict- handling behavior as reflections of Jungian personality dimensions.

Psychological

Reports,

Kseniya

pp. 213-231. [26]

Stephen

Shannon.

E.

Gent

(2011).

and

Bias

Megan

and

the

Effectiveness of Third-Party Conflict

volume 37, PP 971-980. [20]

Work, Employment & Society, vol. 27, 2:

Oksamytna.

(2014).

Management

Mechanisms.

Conflict

Conflict Management and Resolution in

Management and Peace Science, vol. 28,

the Twenty-first century: Strategies and

2: pp. 124-144.

Techniques available to the International

[27]

Schweiger, D. M., Sandberg, W. R.,

Community. Millennium - Journal of

&Rechner, P. L. (1989). Experimental

International Studies,

effects of dialectical inquiry, devil’s

879-887.

vol. 42, 3: pp.

advocacy, and consensus approaches to 61

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

strategic decision-making. Academy of

China.

Management Journal, volume 32, PP

Behavior, 24(1), 69-88.

745-772. [28]

[33]

Schweiger, D.M., Sandberg, W.R., &

Journal

of

Thomas, K.W. (1992). Conflict and

conflict management: Reflections and

Ragan, J.W. (1986). Group approaches

update.

for improving strategic decision making:

Behavior, 13, 265-274.

A comparative analysis of dialectical inquiry,

devil’s

advocacy,

and

consensus. Academy of Management Journal, volume 29, PP 51-71. [29]

[34]

Journal

of

Organizational

Udai Pareek. (2004). Understanding

organisational

behaviour,

oxford

university press, New Delhi. [35]

Steven L, M C Shane, Mary Ann

Organizational

Wilhelm, C., Herd, A., & Steiner,

D.

(1993).

Attributional

conflict

Von Glinow, Radha R Sharma.(2008).

between managers and subordinates:

Organizational

An investigation of leader-member

McGraw

hill

Behaviour. publishing

Tata company

limited, New Delhi. PP 399. [30]

Exploration

of

effects. Journal

of

Organizational Behavior, 14(6), 531-

Shivani Nischal and G. S. Bhalla.

(2014).

exchange

Conflict

544. doi:10.1002/job.4030140603. [36]

Weiss, J. and Hughes, J. (2005).

Resolution Mechanism based upon the

Want

OSCM Model: A Comparative Analysis

actively

between Public and Private Sector

Business Review, 83, volume (3), PP 1-

Commercial Banks. Paradigm, vol. 18,

12.

2: pp. 185-198. [31]

Satish Modh. (2014). Formulating a

[37]

collaboration? manage-

Accept-

conflict.

and

Harvard

Xin, C.R. and Pelled, L .H. (2003).

Supervisor–subordinate

conflict

and

New Three Energy Framework of

perceptions of leadership behavior: a

Personality for Conflict Analysis and

field study. The Leadership Quarterly,

Resolution based on Triguna Concept of

14, 25–40.

Bhagavad Gita. Journal of Human Values, October 2014; 20(2), 153-165. [32]

Tjosvold, D. Hui, C. Ding. D. Z. and

Hu J. (2003). Conflict Values and Team Relationships. Conflict's Contribution to Team Effectiveness and Citizenship in 62

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

63

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

List of Tables and Chart Table 1: Chi-Square Test showing association between Gender and their response to supportive work environment in conflict resolution Value df Asymp. Monte Carlo Sig. (2- Monte Carlo Sig. (1Sig. (2- sided) sided) sided) Sig. 95% Confidence Sig. 95% Confidence Interval Interval Lower Upper Lower Upper Bound Bound Bound Bound a b Pearson Chi- 8.909 4 .063 .053 .030 .076 Square 10.081 4 .039 .028b .011 .045 Likelihood Ratio Fisher's Test

Exact 8.426 .883c

1 .347

.053b .030

.076

.400b .349

.451

.219b .177

.262

Linear-by-Linear Association N of Valid Cases

360

a. 2 cells (20.0%) have expected count less than 5. The minimum expected count is .91.

64

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

Table 2: Chi-Square Test showing association between designation and their response to supportive work environment in conflict resolution Value df Asymp. Monte Carlo Sig. (2- Monte Carlo Sig. (1-sided) Sig. (2- sided) sided) Sig. 99% Confidence Sig. 99% Confidence Interval Interval Lower Upper Lower Upper Bound Bound Bound Bound a b Chi- 5.034 4 .284 .274 .262 .285

Pearson Square Likelihood Ratio 6.676 4 .154 .175b .165 .185 b Fisher's Exact 4.499 .312 .300 .324 Test Linear-by3.973c 1 .046 .051b .045 .057 .026b .022 .031 Linear Association N of Valid Cases 360 a. 2 cells (20.0%) have expected count less than 5. The minimum expected count is 1.50.

Table 3: ANOVA showing an association between experience and their response to conflict resolution environment:

Between Groups Within Groups Total

Sum of Df Squares .857 2 289.099 357 289.956 359

Mean Square

F

Sig.

.428 .810

.529

.590

65

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

Table 4: Multiple Comparisons: LSD Dependent Variable: Conflict resolution is effective (I) Experience (J) Experience Mean of the of the Difference respondent respondent (I-J)

Std. Error

Sig.

5 to 10 years More than 10 years Less than 5 years 5 to 10 years More than 10 years Less than 5 More than 10 years years 5 to 10 years

-.116441 -.233108

.127407 .452975

.361 .607

.116441

.127407

.361

-.116667

.464701

.802

.233108

.452975

.607

.79723 1.03056 -.65773 1.12394

.116667

.464701

.802

-.79723 1.03056

Less than years

5

95% Confidence Interval Lower Upper Bound Bound -.36700 .13412 .65773 1.12394 -.13412 .36700

66

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

Table 5: The Correlations between expansion of resources and effective conflict resolution at Scotts Garments Ltd. Conflict resolution is Expansion of effective resources can create win-win solution under the circumstances of scarcity of resources 1 .119* Pearson Correlation Conflict resolution is effective Sig. (2-tailed) .024 N 360 360 * .119 1 Pearson Expansion of resourses can create win Correlation win solution under the circumstances of Sig. (2-tailed) .024 scarcity of resources 360 360 N Correlation is significant at the 0.05 level (2-tailed) Table 6:Model Summary Model R R Square 1

.119a

.014

Adjusted R Square

Std. Error of the Estimate

.011

.893542

Table 7: ANOVA showing the relationship between expansion of resources and effective conflict resolution. Model Sum of Df Mean Square F Sig. Squares Regression 4.122 1 4.122 5.163 .024b 1 Residual 285.833 358 .798 Total 289.956 359 a. Dependent Variable: Conflict resolution is effective b. Predictors: (Constant), Expansion of resources can create win-win solution under the circumstances of scarcity of resources Table 8:Coefficients Model

Unstandardized Coefficients

Standardized Coefficients

t

Sig. 67

ELK ASIA PACIFIC JOURNAL OF HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR ISSN 2394-0409; DOI: 10.16962/EAPJHRMOB/issn.2394-0409; Volume 1 Issue 2 (2015) ………………………………………………………………………………………………………………

B (Constant) 2.663 Expansion of resourses can create .146 1 win win solution under the circumstances of scarcity of resources a. Dependent Variable: Conflict resolution

Std. Error .279 .064

Beta

.119

9.536 2.272

.000 .024

Chart I: The Conflict Resolution Model  Misunderstanding

Employees

 Work style Clashes

Collaboration

 Personal Conflict

Avoiding

 Completion of

Competing

Goals  Reaching Targets

Accommodation Compromise

 Diversified Thinking  Lack of Rules  Pay in Equity

Conflict Resolution

conflicts  Needs and Aspirations

68