Tighter margins and fewer staff mean increasing pressure on line managers to manage their function as effectively as possible and, at the same time, to maintain good working relationships. This pressure has been reflected in the high number of cases concerned with managerial relationships in the workplace. Poorer working relationships between line managers and employees accounted for 77% of workplace disputes in a recent IRS survey.

The recession has also created the potential for other forms of grievance as companies look to tighten up procedures and reduce costs. Issues about pay, working hours and non-pay terms and conditions have been sources of compliant. The pressure also seems to be leading to more claims of race, sex and disability discrimination.

At the same time we know managers are shying away from managing problem performance in the workplace in case they do or say something that could be held against them in any formal proceedings.
So we have a triple whammy; more reasons for conflict, more instances of issues that need dealing with left unattended and more examples of issues that ae being addressed being done so poorly. The end result is more misery all round. Poorly managed conflict has a negative impact on productivity and a major cause of stress.

So what is the answer?