Mediating those office conflicts

Article Abstract:

Managers who are faced with a conflict among their subordinates have the unpleasant options of either intervening in the conflict or letting the employees settle the conflict themselves. Managers who intervene run the risk of alienating one or both of the employees, and set a precedent for all employees to come to the manager with all disputes in the future. Managers who do not intervene run the risk of allowing the conflict to escalate. One alternative is for the manager to act as a mediator. Mediation techniques used to solve management labor disputes are being used increasingly to solve conflicts between employees. The six steps in the mediation process are: preparing the parties to mediate, listening to the problem, identifying the issues, generating solutions, generating an agreement, and reinforcing the agreement.

Employee counseling, Mediation

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Keeping an eye on the kids

Article Abstract:

The ability of computers to monitor the output of the workers who use them has raised some questions about employee rights. Labor organizations contend that computer monitoring increases job stress, and that monitoring such things as personal telephone calls and trips to the bathroom is an invasion of privacy. Also, they argue that employee evaluations based on output measure only the amount, not the quality or the context of the employee's work. Proponents of monitoring argue that computers offer an objective and fair means of defining employee workloads and evaluating employee performance. A possible solution to the problem might be to monitor group, rather than individual performance, and to do away with surveillance techniques.

Analysis, Human resource management, Employee rights, Labor productivity

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