Literature Review

Literature Review

Introduction
1.1 Background
Saudi Arabia, located in the Middle East, stands as a prominent player on the global stage,
recognized for its expansive deserts, rich cultural heritage, and pivotal role as the birthplace of
Islam. With its significant oil reserves, the Kingdom holds a dominant position in the
international energy market, contributing to approximately 90% of its revenue (Balila, 2020).
Geographically, Saudi Arabia is bordered by the Red Sea to the west, while the United Arab
Emirates, the Arabian Gulf, and Qatar lie to the east. To the north, it shares borders with Iraq,
Kuwait, and Jordan, and to the south with Yemen and Oman (UNDP, 2010).

The governance structure in Saudi Arabia revolves around a complete monarchy, where the
ruling King and the royal family hold supreme legislative and executive authority. Established in
1932 by Abdulaziz Ibn Saudi, the modern Kingdom of Saudi Arabia unified disparate tribes and
territories under its rule, with the Al Saudi family as the ruling house (Blanchard, 2023).

Following King Salman bin Abd al Aziz Al Saud's ascension to the throne in 2015, significant
administrative changes ensued, including the appointment of Crown Prince Mohammed bin
Salman as the heir apparent and Prime Minister. The Crown Prince has spearheaded dynamic
domestic and foreign policies aimed at addressing challenges and diversifying the economy away
from oil dependency, as outlined in Vision 2030. This ambitious initiative seeks to bolster
sectors such as entertainment, technology, tourism, and renewable energy, attracting substantial
foreign investment and fostering partnerships with global powers like the United States, China,
and Russia. Notably, Saudi Arabia's diplomatic relations with Iran were reinstated in 2023,
facilitated partly by China (Blanchard, 2023).

Regionally, Saudi Arabia wields significant influence in organizations like the Gulf Cooperation
Council (GCC) and the Arab League, shaping regional politics and alliances. However,The
Ministry of Human Resources and Social Development (MHRSD), formerly known as the
Ministry of Labor and Social Development, plays a pivotal role in managing labor affairs in
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Saudi Arabia. With a workforce largely comprised of expatriates, especially in sectors like
construction, healthcare, and hospitality, the Ministry oversees employment regulations,
workforce development, and opportunities for Saudi nationals (Al-Ghafis & Shahzad, 2020).
This includes setting guidelines for employment contracts to ensure compliance with labor laws
regarding wages, working hours, and benefits, as well as establishing safety standards to
safeguard employees' well-being across various industries (Al-Mutairi, 2017; Al-Hawas, 2016).

One of the key initiatives of the Ministry is the Saudization program, also referred to as Nitaqat
(Al-Mutairi, 2017). This program seeks to increase the employment of Saudi nationals in the
private sector by providing incentives to companies that meet Saudization quotas. The Ministry
sets targets for the percentage of Saudi employees that companies must hire, categorizing them
based on their compliance with these targets. Through its initiatives and programs, the Ministry
aims to create a balanced and productive labor market that supports the growth of the Saudi
economy while ensuring the well-being and rights of the employees (Al-Hawas, 2016). The role
of the Ministry is crucial in shaping the employment landscape and fostering a sustainable and
inclusive workforce in Saudi Arabia. They provide mechanisms for resolving labor disputes,
ensuring fair treatment of employees and employers (Al-Ghafis & Shahzad, 2020).

1.2 Statement of the problems:

In the Kingdom of Saudi Arabia, the Ministry of Human Resources and Social Development
assumes a central role in the regulation and oversight of employment, social welfare, and labor
relations (Al-Ghafis & Shahzad, 2020). However, within this organizational framework,
workplace conflict has emerged as a significant challenge, exerting adverse effects on both
organizational effectiveness and employee well-being (Sabine & Inga, 2013; John-Eke &
Akintokunbo, 2020). Despite the recognized importance of effective conflict management in
cultivating a harmonious work environment, there exists a notable gap in the literature
concerning the specific nature, root causes, and optimal resolution strategies of workplace
conflicts within this governmental entity.

Globally, workplace conflict is a widespread phenomenon affecting organizations across diverse

sectors, including governmental entities. Bhakti and Ravindra (2020) underscore the adverse
effects of conflict on organizational efficiency, employee job satisfaction, and overall
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productivity. In Saudi Arabia, conflicts have been shown to negatively impact employee morale
and performance in public sector institutions (Abdul & Yaser, 2019).

Despite the recognition of the significance of workplace conflict, existing literature often
overlooks the unique cultural and organizational dynamics of Saudi governmental bodies,
focusing primarily on Western organizational settings (Balila, 2020). Consequently, there is a
pressing need for tailored conflict management strategies that align with cultural norms and
organizational practices. The cultural context of Saudi Arabia, characterized by hierarchical
structures and collectivist values, may significantly influence the manifestation and resolution of
workplace conflicts (Khan & Aleisa, 2020). Khurshid and Afzaal (2020) further argue that
government ministries, including the Ministry of Human Resources and Social Development,
must develop customized conflict management strategies to address these challenges effectively.

Given these factors, there is a critical need to investigate workplace conflict management within
the Ministry of Human Resources and Social Development in Saudi Arabia. Therefore, the
central aim of this qualitative research study is to examine the nuances of workplace conflict
within the Ministry, identifying specific types of conflicts, understanding their origins, and
evaluating the effectiveness of existing conflict resolution mechanisms. By exploring employees'
experiences, perceptions, and organizational practices, this study seeks to offer actionable
insights for developing culturally sensitive and effective conflict management strategies tailored
to the Saudi Arabian context.

1.3 Purpose of the Study

Several studies have explored the construct of workplace conflict management in Saudi
Arabia; however, the majority of these studies have focused on other ministries and sectors.
There is a noticeable gap in the literature regarding workplace conflict management specifically
within the Ministry of Human Resources and Social Development which is the policymaker in
Saudi Arabia (Al-Mutairi, 2017; Al-Hawas, 2016). Therefore, the researcher is keen to
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investigate and gain a comprehensive understanding of the dynamics of workplace conflict

within this context. The study aims to identify the types and nature of workplace conflict,
examine root causes, evaluate current conflict management practices, explore employee
perceptions and experiences, and develop recommendations for improved conflict management
within the Ministry. By addressing this gap, the study seeks to contribute to knowledge
enhancement, improve organizational practices, enhance employee well-being, and support
informed decision-making for effective conflict resolution.

1.5 Research Questions and Objectives

Research Question

RQ1. What are the common types and causes of workplace conflicts within the Ministry of
Human Resources and Social Development in Saudi Arabia?
RQ2. How culture can impact on conflict management strategy in the ministry of labor in Saudi
Arabia
RQ3. What conflict management strategies are currently in place within the Ministry?
RQ4. How effective are these conflict management strategies in resolving workplace conflicts?
RQ5. What recommendations can be made to improve conflict management practices within
the Ministry?

Research Objectives

1. To identify the types and causes of workplace conflicts within the Ministry of Human
Resources and Social Development in Saudi Arabia.
2. To examine the existing conflict management strategies utilized within the ministry.
3. To assess the effectiveness of these conflict management strategies in resolving
workplace conflicts.
4. To provide recommendations for enhancing conflict management practices within the
Ministry.

1.6 Implication of the study

This study has both theoretical and practical implications.

Theoretical implications

Contribution to Conflict Management Theory: The study would contribute to the development
and modification of theories related to conflict management, particularly within the context of
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government ministries. It could provide empirical evidence to support or challenge existing

theories (Al-Mutairi, 2017). Saudi Arabia has a unique cultural context, and this study can give
more exposure on how cultural factors influence conflict perception, expression, and resolution
(Al-Hawas, 2016). This could contribute to cross-cultural conflict management theories.
Workplace conflicts are often tied to issues of social identity. This assumption is supported by
Colvin, Witt and Lacey (2015). In Australian Environmental and Natural Resources
Management (ENRM), some scholars have employed social identity for understanding the social
dimension of conflicts (Bryan, 2008; Lute & Gore, 2014; Bliuc, McGarty, Thomas, Lala,
Berndsen, & Misajon, 2015).

Practical implications

Enhanced organizational policies and practices; the study can directly inform the development or
improvement of policies and practices related to conflict management within the Ministry (Al-
Ghafis & Shahzad, 2020). This includes creating formal procedures, establishing support
systems, and clarifying roles and responsibilities. Improved leadership and supervisory skills;
insights into effective conflict management strategies can be used to develop leadership and
supervisory skills. This can result in better-equipped managers who can handle conflicts
proactively and constructively. Tailored training programs; findings from the research can lead
to the design of training programs for employees and managers (Abdul & Yaser, 2019). This can
include conflict resolution skills training, communication workshops, and cultural sensitivity
programs. The study can also contribute to a positive work environment, reduced turnover and
absenteeism, and foster efficient resource allocation, strategic planning, and decision-making.

Ultimately, the study bridges the gap between theoretical knowledge and practical application.
By grounding theoretical concepts in the real experiences and challenges faced by employees in
the Ministry of Human Resources and Social Development, it provides actionable insights for
improving conflict management strategies (Sabine & Inga, 2013). This integration ensures that
theoretical advancements are not just abstract ideas but directly benefit the organization and its
employees in tangible ways.
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This research will make a significant contribution to the methodology of ethnographic research
by applying it to the exploration of conflict management within the Ministry of Labour in Saudi
Arabia. Ethnographic methods involve immersing oneself within the context of the research
setting to understand the social dynamics, cultural norms, and individual behaviors that shape
phenomena such as workplace conflict (Hammersley & Atkinson, 2007).

By employing ethnographic methods, this study will provide rich, in-depth insights into the lived
experiences of employees and stakeholders within the Ministry of Labour. Through participant
observation, interviews, and document analysis, the researcher will gain a nuanced understanding
of the intricate interpersonal relationships, power dynamics, and organizational structures that
influence conflict management practices within the Ministry.

Moreover, ethnographic research allows for the exploration of context-specific factors that may
not be captured through other research methodologies. In the context of the Ministry of Labour
in Saudi Arabia, cultural norms, religious values, and hierarchical structures may profoundly
impact how conflicts arise, escalate, and are resolved within the organization (Al-Hawas, 2016).

By employing ethnographic methods, this study will shed light on these unique contextual
factors, contributing to a more comprehensive understanding of conflict management in the
Ministry of Labour. The insights gained from this research will not only enrich scholarly
understanding of conflict management but also provide practical recommendations for enhancing
conflict resolution strategies within the Ministry, ultimately promoting organizational
effectiveness and employee well-being.

2.1 Conflicts Organisation: Theory and Perspective

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Understanding Conflicts in Organisations

Conflict in businesses is inevitably the result of human interaction in the
workplace. Conflict arises when people's priorities, attitudes, and points of view are in conflict
with one another and when important resources are not distributed in an equitable manner
(Pakarinen and Virtanen, 2016, Cooper, 2003; Erwin, 1992; Gregor, cited in Paul et al., 2008).
Davadie, (2021) claims that when it comes to efficient management and a healthy organisation as
a whole, having a solid understanding of the nature of organisational conflict is absolutely
necessary. Interpersonal conflicts among employees, disagreements in opinion regarding the
organization's direction and aims, and confrontations between different teams or departments are
all examples of organisational conflict. Organisational conflict can express its essence in a
variety of ways. This can also be caused by issues with power, such as having too much of one
item and not enough of another, receiving unfair treatment due to age, race, or other qualities, or
not having enough communication channels. Conflict can inspire positive change and new ideas
if handled well. This is true even though conflict is sometimes negative.
According to Pembi et al. (2023), one of the primary factors that contributes to conflicts
in the workplace is the assortment of employees and products that are utilised by a company or
nation. Conflicts are more likely to arise in organisations that have a diverse range of
perspectives, ideas, and opinions. These factors, along with cultural differences and shifting
work practices, are also contributing factors. Because of these factors, there is a greater
likelihood of conflict. In spite of this, it is possible that the organisation will be successful if it is
able to attract a diverse group of people who have different thought processes and skill sets.
According to Zheng et al. (2019), the benefits of conflict can be increased by recognising and
managing the various people or things involved. Conflict is a dual nature, meaning that it can
have both positive and negative effects on the situation. One of the most common reasons for
conflict in the workplace is an inability to interact and communicate properly. As a consequence
of ineffective communication, employees may experience feelings of frustration,
misinterpretation, and distrust. When they want to avoid conflicts and find solutions to them
when they do occur, people need to communicate in a way that is clear, open, and honest.
Abubakre et al., (2017) explains that when organisations make maintaining open communication
channels a priority, encourage and provide training on efficient communication, and react to and
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respond to valuable information that is returned, they are better equipped to navigate and limit
the number of conflicts that occur inside their organisation.
Patterns of power are frequently at the root of contentious situations in the workplace,
regardless of whether such patterns are relational, physical, or aural. Organisational structures
can give birth to circumstances in which employees feel unsatisfied due to a lack of agency or
disregarded due to an imbalance of resources. Adeogun and Muthuki, (2018) discusses that these
scenarios can be related with the relative importance of several elements. Defiance of authority,
disagreements over the distribution of limited resources, or severe feelings of unfairness are all
examples of conflicts that are the result of power struggles. It is possible for leadership to
contribute to the amelioration of such conflicts and the establishment of more equitable working
conditions by addressing power imbalances in all their forms, implementing programmes that
facilitate the acquisition or transfer of power, and implementing decision-making procedures that
are transparent and honest.
Akobo, (2016) claims that it is possible for conflicts to occur in the workplace when the
interests of several groups are in direct opposition to one another. Take, for example, the
decision of how to allocate a valuable resource, the question of who should receive credit, or the
question of which objective are the most important. By performing all of the aforementioned
things, effective leaders guarantee that the goals of both the team and the individuals within it are
in accordance with the overarching aim of the organisation, build a sense of unity, and reduce the
number of "conflicts" that occur. The establishment of clear expectations and the cultivation of a
culture of group collaboration are the first steps in preventing conflicts that are related to
purposes and ensuring that everyone is working towards the same aims.
Bolaños Medina, (2016) explains that considering that policies, processes, and culture are
all components that contribute to the robustness and cohesion of an organisation, it is possible for
these elements to give rise to conflicts inside the company. Unfair treatment in the workplace,
based on factors such as ethnicity, age, and other demographics, prejudice, and the state of
affairs in which two things are not the same can lead to conflicts, the erosion of trust, and
unhappy failures. Building an inclusive and equitable organisational culture, addressing
fundamentals, and implementing diversity and equity policies are necessary to develop and
resolve conflicts over success plans and goal-achieving strategies. The process requires these
steps. It is also crucial to address your concerns about subsurface mechanisms (Likarchuk, 2020).
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According to Zheng et al. (2019), the level of seriousness or engagement in a conflict

determines the strategies used to win or resolve it. To resolve conflicts, people use mediation,
honest, intelligent conversation, and active listening. To resolve conflicts caused by disagreeable
or unpleasant goals or methods, back-and-forth communication may be needed. This may be.
Berndtsson et al. (2018) advise leaders to address and resolve underlying issues, implement new
policies, and foster a culture of mutual respect and inclusion to resolve disputes over an
organization's strengths. Follow these steps. This method resolves conflicts between robust and
well-organised system characteristics.

Functionalist/Unitary Perspective
Organisations are seen as interconnected entities with shared objectives and aims within
the Functionalist/Unitary Perspective paradigm, which is rooted in traditional management
philosophy. When viewed from this perspective, a realistic evaluation of importance defines
conflicts as disturbances that prevent the organisation from functioning in a more efficient
manner (Tran, 2023). Vicente Pascual and Paradinas Márquez, (2023) discusses that a well-
managed organisation, according to the functionalist definition, is one that encourages greater
unity among its members and collaboration in the pursuit of a common goal. According to the
viewpoint known as the Functionalist/Unitary Perspective, conflicts are defined as deliberate
deviations from the norm that hinder the capacity of an organisation to work in a harmonious
manner. The establishment of order and collaboration in the workplace is absolutely necessary in
order to cultivate teamwork and accomplish the goals that are shared by all. The theories of
Talcott Parsons, Herbert Spencer, Emile Durkheim, and Robert Merton provide as the basis for
the functionalist perspective. Functionalism perceives society as a cohesive system comprised of
interconnected components that collaborate to uphold social stability and equilibrium for the
entirety. Every social institution plays a vital role in supporting the overall well-being of society.
The works of Talcott Parsons, Herbert Spencer, Emile Durkheim, and Robert Merton provide as
the basis for the functionalist perspective. Functionalism perceives society as a cohesive system
comprised of mutually reliant components that collaborate to uphold social harmony and stability
for the entirety. Each social institution plays a vital part in the progress of civilization. Boz
Semerci, (2019) suggests that rather than being the result of fundamentally different objectives or
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perspectives, conflicts are typically the result of communications errors, according to this
worldview-reasonable appraisal of importance.
From the point of view of the Functionalist/Unitary Perspective, the ability of an
organisation to effectively manage conflicts is indicated by the speed with which it can handle
and resolve them. The most important things for need to focus on are getting everyone back on
the same page and keeping anything organised so that they do not waste any time. Goh and
Arenas, (2020) claims that individuals are all unknowingly under the impression that if
they work together, they will be able to do more and make a greater contribution to the
accomplishments of the company. According to this point of view, conflicts are viewed as
obstacles that need to be removed as rapidly as possible in order to guarantee that the
organisational system operates without problems. It is the responsibility of a leader to set an
example for others to follow, to communicate in a straightforward manner, and to encourage
cohesion among the members of the team. Typically, it is utilised because it is believed that
having leadership that is both severe and effective is essential for guiding the company towards
the goals that it has set for itself. Chen et al., (2019) claims that one of the most important
strategies for avoiding and resolving conflicts is communication that is both open and honest. It
is recommended that communication channels that are clear, open, honest, and transparent be
utilised in order to regard something essential as trivial, make something as minor as possible,
and assist in increasing show in a positive way in order to establish a shared knowledge of the
aims of the company.
Another vital component of the Functionalist/Unitary Perspective is an institutional
culture that is well-organized and well-organised. Ahmed et al., (2019) suggests that the
establishment of a culture in which employees identify with and adhere to the values of the
organisation is of the utmost significance. When individuals have similar values and goals, they
are more likely to feel like they are a member of the group and are less likely to engage in
conflicts due to differences in opinion. Functionalist/Unitary Perspective is a reasonable
evaluation of what is important and what is not, an organisation is better able to adapt to shifting
circumstances when its members work together as a single, united culture. There are several
instances in which the unitary approach and traditional management practices that emerged
throughout the industrial revolution are compatible with one another. Coe and Nash, (2020)
indicates that organisational effectiveness ideas, which are the driving force behind the creation
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of responsibility hierarchies, the outlining of roles and tasks, and the guarantee of presentation
uniformity. The trend towards a top-down leadership style and the centralised management of
decision-making are two examples that illustrate this straight-line alignment exhibited by the
organisation.
Functionalist/Unitary Perspective has its fair share of detractors, but it does provide a
robust framework for managing conflicts and fostering organisational unity (Langa, 2018). This
position, according to some who have voiced their discontent or disagreement with it,
oversimplifies the complex issues that are associated with interpersonal interactions in the
workplace. Ajala, (2017) discusses that the fundamental causes of differences and the particulars
of disagreements may be overlooked if conflicts are regarded as interruptions and the emphasis is
placed on finding a solution as quickly as possible. It is possible that having a decent
understanding of what is and is not relevant could lead to an oversimplification of power
relations, an excessive amount of one thing and an insufficient amount of another, challenging
situations involving a range of people and things, and a suppression of ideas that are in
opposition to the dominant one.

Systemic/Pluralist Perspective
Organisational conflicts can be better understood through the Systemic/Pluralist
Perspective lens, which acknowledges the inherent diversity within organisations and views
conflicts as the inevitable outcome of members' diverse interests, values, perspectives, and
opinions (Mac Ginty and Firchow, 2016). Chen and Liang, (2023) claims that pluralists, in
contrast to the unitary approach, which stresses unity, recognise that people working for an
organisation may have different objectives and viewpoints, which can lead to conflicts that
originate from or are caused by these differences. The pluralist view holds that an organization's
strength lies in its diversity, whether in terms of people or things. When people with different
backgrounds, experiences, and points of view come together, conflicts are seen as expressions of
all these different kinds of people or things. Rather than seeing conflicts as disruptive
interruptions that must be dealt with immediately, pluralists see them as natural and even useful
parts of organisational life.
Maglajlic and Stubbs, (2018) explains that the Systemic/Pluralist Perspective argues that
businesses should have procedures to deal with conflicts in a constructive way, considering all
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relevant factors. Within this paradigm, important methods for handling conflicts include creating
or developing employee representation structures, having back-and-forth conversations to reach
an agreement, and employers and employees discussing working conditions and trying to reach
an agreement on what's best. Those who hold a pluralist view of reality hold that conflicts should
be acknowledged, addressed, and directed through proper channels, in contrast to the rationalist,
or unitary view of things, which may try to minimise or downplay conflicts to keep the peace.
Ågotnes et al. (2018) claim that when employees have a reasonable opinion about what is and
isn't important, they are better able to collaborate and communicate with one another, overcome
management's objections, and resolve conflicts and problems at work. This approach recognises
and values the concerns of all parties involved and looks for solutions that are acceptable to
everyone involved in a company's operations or attempts to start something new. When formal
and informal forms of intelligent discourse are used, such as brainstorming sessions and formal
discussions, people with different or opposing opinions can find common ground and come to an
agreement. By giving employees a voice in business decisions, these technological
advancements foster a more democratic and participatory work environment.
Kirk (2018) argues that creating policies for employee representation is crucial to the
Systemic/Pluralist Perspective. Making sure employees have a forum to express their issues and
take part in decision-making is one part of this. This could apply to any form of comprehensive
representation, including labour unions, advisory groups, or anything else. When these
mechanisms are in place, organisational cultures that value diversity and inclusion are better able
to handle conflict. Viewed through the prism of the underlying ideas and principles that control
how things operate, organisational conflicts are perceived as constructive catalysts for change
rather than as random events. Pluralists view conflicts as chances for development and
advancement because they compel businesses to adjust to shifting consumer and market
demands. According to Erdenk and AltuntaÅ (2017), businesses should view disagreements as
opportunities for growth and change, not threats. This viewpoint and a rational and
straightforward understanding of what is and isn't important support the idea that new ideas and
developments often result from the conflict of many different people's or things' viewpoints,
opinions, and points of view.
Turner et al., (2020) explains that through celebrating difference and viewing conflicts as
natural parts of organisational life, the Systemic/Pluralist Perspective questions the typical
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hierarchical structures and outstanding leadership styles linked with the unitary perspective. By
acknowledging the significance of conflicts and effectively managing them, pluralists argue,
companies may create work cultures that are more dynamic, demanding, and energetic. While
the pluralist approach makes a fair evaluation is important, many people however have different
opinions. McKibben, (2017) placed an emphasis that decisions may take too long to be made,
according to some, because of the focus on bargaining to get an agreement and on employers and
employees addressing working conditions to establish a consensus. This, in turn, limits the
organisational capacity for flexible athletic performance. Obtaining or ensuring that
representation systems adequately represent the voices of all types of people or things within an
organisation can be challenging due to persistent power patterns.

Radical/Structuralist Perspective
The Radical/Structuralist Perspective provides an in-depth and comprehensive analysis of
organisational disputes by examining them from the perspectives of social structure and power
pattern transformation. This fair appraisal of priorities holds that conflicts are more than surface-
level disagreements; they are representations of underlying power struggles and problems with
the basic structure of an organisation, where two things are fundamentally dissimilar (Kim et al.,
2017). Lindqvist, (2017) suggests that the Radical/Structuralist Perspective believes that
conflicts are common indicators of larger and more widespread issues like class unexpected
differences, unfair treatment based on skin colour, age, etc., and abuse/mistreatment. This
perspective differs from the unitary and pluralist ways of seeing things, respectively, which
regard conflicts as weird or wrong things and as natural results of many different kinds of
people's or things' interests, respectively.
Suryanti et al., (2023) explains that conflicts within organisations, according to
Radical/Structuralist Perspective, are really just a miniature of larger societal pressures and
interpersonal dynamics. An imbalance of power, defined as an excess of one quality and a
deficiency of another, or a situation in which two external factors, such as societal pressure or
interpersonal behaviour, are fundamentally different from one another. enormous picture seeps
into organisational systems, shaping the character of conflicts"and impacting worker patterns of
change. Problems with the unequal distribution of power and opportunity in the company may
manifest themselves in more obvious ways, such as conflicts over the allocation of valuable
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resources, promotions, or the ability to make decisions. Nguyen and Kumar, (2021) discusses
that those on the extreme end of the explanation spectrum contend that addressing
conflicts necessitates addressing systemic issues within and within the organisation. This
necessitates a critical examination of the existing power structures, the systems that give priority
to certain objects or people, and the policies that establish new hierarchies based on variations in
the underlying, basic mechanisms of things. Proponents of the Radical/Structuralist Perspective
contend that a fundamental change in the organisation's structure is necessary to reduce power
imbalances and advance social justice, as well as to set the foundation for future growth, rather
than concentrating only on conflict resolution.
Chan, (2023) indicates that radical/Structuralist Perspective critical management studies
highlight the necessity of a more inclusive and equitable approach to organisational activities.
These cast doubt on long-held management views that can justify the continuation of
discriminatory practices or the devaluation of some groups within an organisation. Extreme
individuals who attempt to explain things fight for organisational changes that give power to
groups that are treated as less important and challenge terrible systems that are hurtful by asking
a lot of detailed questions about the structure and finding areas where power is surprisingly more
than expected distributed. Uroko, (2022) claims that the Radical/Structuralist
Perspective highlights class unexpected differences, where individuals from different
backgrounds may encounter unequal opportunities for advancement within the organisation. This
perspective emphasises the importance of recognising and addressing unfair treatment based on
age, skin colour, gender, ethnicity, family, culture, and other social criteria. To many, the
conflicts that emerge from such discrimination on the basis of age, race, or other characteristics
are an indication of the systemic biases that permeate the company. Another area of concern for
the Radical/Structuralist Perspective is abuse and mistreatment, both in terms of labour practices
and unequal distribution of rewards. Handling such conflicts in a radical structuralist perspective
involves tearing apart unfair practices towards certain groups of people and fostering an
inclusive environment that values many different kinds of people and things. Dickinson, (2017)
discusses that employees' conflicts with management over pay, benefits, and working conditions
are perceived as manifestations of systemic abuse and mistreatment rather than isolated
incidents. Resolving these conflicts requires fighting for fair labour practices and equitable
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distribution of valued supplies and services, as well as contesting the winning or most common
normal behaviours that may contribute to abuse and mistreatment.
Darcy and Manzi, (2017) states that the Radical/Structuralist Perspective posits that
addressing conflicts individually is insufficient when it comes to implementing organisational
change. It calls for a total and comprehensive review of the organization's principles, procedures,
and frameworks. Implementing policies that promote equitable opportunities, addressing unfair
treatment based on age, race, and other factors, and fostering a culture that values inclusion of all
people and social justice are all possible steps in this direction. Michaud et al., (2019) discusses
that problems do arise when using the Radical/Structuralist Perspective as a critical lens through
which to view and resolve conflicts within organisations. Those who speak negatively or offer
opinions contend that this perspective, which considers both the individual and contextual factors
at engage in, can simplify the complex issues surrounding organisational pattern change by
attributing conflicts solely to problems with the fundamental operation of things. Furthermore,
individuals concerned in preserving current power structures may oppose the massive, drastic
strategy for organisational transformation.

Traditional Approaches to Conflict Management

Brisman et al., (2016) discusses that conventional conflict management strategies for
success achievement of targets strategies have traditionally concentrated on averting issues or
altering living or sleeping arrangements, but modern organisations are starting to recognise the
drawbacks of these approaches. Any dynamic, ever-changing workplace will inevitably
experience conflicts, and those that do recognise and respond to this fact understand that dealing
with conflicts head-on is essential to the long-term success of the company. Issues pertaining to
avoiding or altering one's situation, one's life highlight the necessity for more positive conflict
resolution techniques that encourage candid dialogue, collaboration, and the development of
win-win solutions for communities and individuals.

Communication and Collaboration: Integrative Approaches

Suryanti et al., (2023) explains that a more proactive and modern approach highlights the
need of teamwork and communication in averting conflicts. Open, honest, and transparent
communication is crucial to determining the underlying causes of conflicts within an
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organisation. By adopting this approach, organisations intend to make it easier for employees to
express their concerns, react to or answer helpful information that is returned, and start fruitful
conversations. Organisations create a secure space for the recognition, dialogue, and prompt
settlement of conflicts by encouraging open channels of communication. This new conflict
management approach places a premium on integrative approaches. Rather than seeing
conflicts as zero-sum games, these methods try to identify solutions that benefit all parties, with
an emphasis on win-win outcomes. Lindqvist, (2017) placed an emphasis that examples of this
include collaborative problem-solving and productive back-and-forth communication.
Collaborative problem-solving fosters teams to pool their diverse resources, perspectives, and
expertise in order to solve complex problems and reach amicable, long-lasting solutions to
vexing conflicts. This approach to success acknowledges and responds to the significance of
different ideas since a wide range of people, things, and viewpoints can contribute to more
thorough and successful solutions.
Furthermore, Ajala, (2017) claims that as an integrative strategy, a back-and-forth
discussion to reach an agreement allows conflicting parties to start preparing for an organised
dialogue that considers the interests of each party. Constructive conversation fosters a sense of
shared ownership over the agreement, which resolves conflicts and promotes a positive
workplace culture by highlighting the equality of individuals and the need for everyone to give
up something in order to reach an understanding. This approach is predicated on the idea that
when conflicts are resolved amicably, they can strengthen organisations, foster closer ties, and
inspire trust. Combining dissimilar parts in a way that makes them work as a whole, encouraging
team members to communicate and work together, and handling conflicts skillfully are all
indications of a forward-thinking understanding of organisational patterns and the value of
proactive problem prevention. According to Ahmed et al. (2019), disputes can present chances
for growth or the creation of something new as well as difficulties that must be overcome so that
one person can look after another. Organisations can turn conflicts into positive forces by
emphasising open communication, keeping an eye on the big picture, and applying total of
everything or everyone problem-solving techniques. The ultimate result of this is a workplace
that is more flexible.

Leadership and Conflict Management: The Role of Organisational Leaders

 18

Leaders are essential in the field of conflicts management because they lay the
groundwork for the culture of an organisation, which is mostly reliant on those who hold
leadership positions within the organisation. Leaders set the tone for the organisation and
influence how employees interact and resolve conflicts (Pembi et al., 2023). Leaders can also
affect employee conflict resolution. Abubakre et al. (2017) state that strong relationships, open
communication, and a pleasant workplace atmosphere are crucial to leadership and affect
people's lives and thoughts. These three leadership traits are crucial. Leaders inspire their teams
to succeed by providing direction, encouraging creativity, and creating a welcoming community.
These leaders foster a culture of trust and psychological safety that views conflicts as
opportunities for growth rather than disruptions. This helps create an environment where
conflicts are opportunities.
Berndtsson et al. (2018) found that team members are better prepared to handle
disagreements when leaders respect open communication. To address issues, delays, and other
concerns early and avoid them from worsening, honest and understanding communication is
essential. Leaders must promote and encourage team communication to maintain a healthy and
conflict-free workplace. In addition, Tran, (2023) placed an emphasis that effective leaders are
able to handle the tension that arises from having an excessive amount of power in some areas
while having an insufficient amount in others. As a means of preventing conflicts that are
brought about by imbalances in power patterns in relationships, movement, or sound, it is of the
utmost importance to identify and mitigate adverse, unanticipated discrepancies in power and
influence. If leaders try to avoid dealing with two problems at the same time, they run the risk of
unintentionally fuelling conflicts in the workplace, which can cause employees to feel devalued
or reluctant to speak their thoughts in an honest manner.

Employee Involvement and Empowerment: Enhancing Conflict Resolution

Strengthening organisational resilience can be achieved through empowering employees
through their active participation in decision-making processes and equipping them with conflict
resolution tools that resolve arguments. Organisations foster a culture of accountability by
including employees in important decision-making processes; this makes individuals more
invested in resolving conflicts through collaborative problem-solving (Akobo, 2016). In addition
to improving problem-solving in the here-and-now, this heightened sense of responsibility lays
 19

the groundwork for a robust conflict management system that will allow the organisation to
proactively avoid difficulties in the future. Chen et al., (2019) explains that when employees are
actively involved in resolving conflicts, it becomes ingrained in the company's culture and no
longer seen as an afterthought. Employees feel appreciated and acknowledged for their
contributions when they are given the chance to be a part of the decision-making process. When
people feel appreciated, it lifts their spirits and contributes to a pleasant work environment. By
aligning with a broader organisational commitment to continual improvement, conflicts in this
culture are seen as chances for growth and development rather than obstacles to disruption.
Ågotnes et al., (2018) states that powerful techniques that empower employees to address
conflicts at their source include mediation and peer-to-related agreements that terminate
arguments, whether they are with someone in a similar age group or in an academic field.
Mediation is a process where a neutral third party assists disputing parties in resolving their
differences by allowing them to air their grievances in an open and constructive manner. A
cooperative strategy for resolving disagreements is fostered by this method, which promotes
mutual understanding and open dialogue. In contrast, peer-to-related agreements, in which those
involved are of a similar age or academic field, encourage employees to mediate
conflicts between themselves and their coworkers. Kirk, (2018) discusses that a culture of
autonomy and responsibility, in which employees actively contribute to keeping the workplace
pleasant, can flourish in an organisation without a clear chain of authority. By putting these
power-gaining and -losing techniques into practice, conflicts can be resolved on an individual
basis and a strong conflict management framework can be developed.
Employees who have experienced the benefits of effective teamwork in areas such as
problem-solving, open communication, and problem-prevention are more likely to approach
conflicts head-on. Acting to stop issues from getting worse and thinking and acting in a way that
leads to agreements that end disagreements are essential if people want to foster a work climate
where conflicts are viewed as opportunities for progress rather than as disruptions (Kim et al.,
2017). Furthermore, Dickinson, (2017) suggests that a business is better equipped to adapt to
new circumstances when all of its employees are empowered and actively involved. Staff
members are more inclined to enthusiastically embrace organisational changes when they see
that their opinions are valued and their contributions are tangible. The ability of the organisation
to adapt is a key element of its resilience; even seemingly trivial issues can have a big impact on
 20

morale, output, and the calibre of work produced when conflicts are handled and resolved on
time.

Organizational Culture and Conflict Management: A Systemic Approach

Conflict management method that aims to address the problem at a fundamental,
systemic level must comprehend the complex interconnectedness of organisational culture,
structures. The establishment of a culture that appreciates variety, encourages open
communication, and confronts power inequalities is the first step towards developing successful
conflict management inside an organization (McKibben, 2017). Uroko, (2022) place an emphasis
that workplace culture has a big impact on how conflicts are seen, communicated, and resolved.
A culture that values diversity is one that accepts, recognises, and values the diversity of
viewpoints, concepts, and life experiences. In this kind of culture, conflicts resulting from
different or opposing viewpoints are more frequently seen as opportunities for development and
innovation than as roadblocks. Employees are more likely to feel comfortable enough to express
their concerns and start fruitful conversations to settle conflicts in the workplace when this
cultural foundation is in place.
Rubenstein, (2018) explains that dealing with power differentials inside the
organizational structure is another immensely crucial component of a related to the deep-down,
basic way anything functions approach. By detecting and mitigating the negative features of an
unequal power dynamic, organisations can prevent conflicts that arise from imbalances in power
dynamics. Incorporating all pertinent elements into decision-making processes and maintaining
transparent, open, and honest communication channels will help minimise the probability of
conflicts resulting from unfair treatment. It is crucial to incorporate conflict resolution techniques
into training programmes in order to better prepare staff members to handle conflicts in a secure
and productive manner. This will assist in averting issues before they start. As an extra plus,
these workshops help develop a conflict-tough organisational culture by giving participants with
effective skills for resolving conflicts and reaching agreements. Employees with conflict
resolution skills are better equipped to handle conflicts when they arise, which prevents them
from getting worse and fosters a climate at work that is generally more pleasant (Wudaru, 2020).
An environment that values lifelong learning improves conflict resolution, which is
grounded on the basic, underlying principles of how things operate. Every employee in a firm
 21

that prioritises continuous learning and development are flexible, quick to adapt, and eager to
pick up new skills. This learning culture extends to how conflicts are handled, which promotes
innovative problem-solving, learning from mistakes, and contributing to the present by
improving conflict resolution, dispute resolution agreements, and organisational goal-achieving
tactics (Nejstgaard et al., 2020). Brisman et al., (2016) discusses that everyone must understand
that conflicts are not isolated episodes but rather an essential part of the organisational
community because they have to do with the underlying, fundamental character of things. As a
result, a one-size-fits-all approach is insufficient to resolve conflicts and end debates on a lasting
basis. thinking about how systems, organisational culture, and individual movement, sound, or
relationship patterns interact; being genuinely interested in everything; and formulating plans to
accomplish goals. This understanding enables more comprehensive, thoughtful, and efficient
responses to conflicts and encourages businesses to customise their conflict
management strategies to the clearly stated unique broad context.

2.3 Conflicts in Organisation and Conflicts Management Challenges

Challenges in Conflict Management

Conflicts are unavoidable, but there are a lot of challenges for organisations to overcome
when trying to manage them. The wide variety of perspectives, opinions, and communication
styles present in any given team or organisation is a major challenge. Problems can escalate into
worse conflicts if people do not address and resolve misunderstandings that arise from
generational gaps, cultural differences, or new ways of doing things at work (Pembi et al., 2023).
Beyond that, Karlsson et al., (2021) discusses that it is difficult to ensure that conflicts are settled
fairly and justly due to the fact that many organisations' power structures are based on ranking
things from most important to least. Resistance to change is another typical challenge. When an
organisation is undergoing a period of transition, conflicts are common. These conflicts may
originate from other fundamental principles alterations to plans, shifts in leadership, or fresh
assessments. Employees may be resistant to change because they are worried about their future
in the company, their current position, or the disruption to their daily routines. A precarious
balancing act between addressing employee concerns and making the required changes for the
organization's growth is required to navigate conflicts in such settings.
 22

Despite the fact that conflict is unavoidable, this does not necessarily mean that it is
always a negative encounter. It is predictable that there will be instances of conflict amongst
Institutions. Conflict is, in fact, a sign that an organisation is being managed really effectively.
There is a high probability of disagreements occurring if there are no constraints placed on the
sharing of ideas, innovation, and movement. In the event that there is no disagreement, this
suggests that there has been a failure or an error. Problems of a subtler nature always appear.
Increased tensions need for concentration and the implementation of real actions. The individuals
who are involved in conflicts view them as "arenas" in which one party must emerge victorious
while the other party must suffer defeat. This paradigm is undermined by conflict in the
workplace. The resolution of organisational disagreements frequently results in a multitude of
positive effects that are beneficial to all parties involved. The act of surrendering is essential. On
the other hand, this is something that can only be accomplished if there is a strong foundation of
charitable and mutually respectful relationships between persons. There is a possibility that
conflicts between individuals or departments will continue for an extended period of time, which
may extend from months to even years. Some of the crew members reluctantly leave the ship.
Individuals who place a higher priority on their own personal safety than they do on the potential
consequences of conflict tend to give the organization's aims and mission very little regard or
attention.
According to Berndtsson et al., (2018) conflicts in miscommunication is an ever-present
and ever-growing obstacle in conflict management. Misunderstandings and unsolved problems
can arise when organisations do not have open and honest channels of communication. On the
other hand, if people are not given enough time to articulate their problems, conflicts may
escalate due to ineffective communication. The key to successful conflict management is finding
a middle ground and fostering an environment where people feel safe enough to communicate
openly, honestly, and respectfully with one another. Despite its centrality, leadership can be
challenging when it comes to conflict management. Davadie, (2021) explains that a leader's path
must be carefully navigated by those who are both strong and confident, and who are also caring,
understanding, and able to provide direction while keeping in mind the diverse needs of their
team members. As opposed to being in a strong enough mental state to do something,
conflicts can persist when leaders fail to be clear and honest, avoid dealing with power
imbalances, or lack emotional intelligence. By examining the groups that hold power and profit
 23

from a specific social structure, the conflict perspective offers a thorough examination of many
facets of our social surroundings. Karl Marx is credited with inspiring the conflict perspective in
his seminal works. Marx argues that economic growth occurs in discrete stages in every society.
Abubakre et al., (2017) claims that another challenge in conflict management is the
presence of useful, valuable supply restrictions. Allocating resources to resolve conflicts puts
other, more pressing organisational priorities at a disadvantage. When resources like manpower,
capital, and time are scarce, it can be difficult to implement comprehensive strategies for
resolving conflicts and accomplishing set goals. As a result, problems can fester and become
unmanageable. Their determined mindset may face obstacles in the form of conflicts caused by
the company's culture. Ågotnes et al., (2018) explains that conflicts may persist instead of being
encouraged to act by a culture that prioritises closed communication, a lack of diversity in
thought and expression, and the importance of including all members of society. Creating a work
environment where conflicts are seen as chances for growth requires a sincere commitment to
transforming a company's culture to be conflict-tough.

Overcoming Challenges: Strategies for Effective Conflict Management

Organisational conflicts must be resolved by putting success strategies into place that are
in line with the recognised and urgent problems at hand. The first is helping to create a culture
that values diversity in both people and things as well as open communication (Lindqvist, 2017).
Chan, (2023) placed an emphasis that training initiatives that teach staff members how to
disagree without fighting ought to be a top concern for all businesses. These programmes should
emphasise the importance of empathising with others, learning to understand different
perspectives, and developing effective communication skills. Brisman et al., (2016) claims that a
leader's role is crucial in demonstrating appropriate conflict resolution behaviours, emphasising
the importance of clarity and open honesty, and establishing an environment where team
members feel appreciated and heard. When employees are equipped with formal conflict
resolution techniques, such as mediation, peer-to-peer relationships, or academic field
agreements, they are better able to handle situations where there is an imbalance of power and
can navigate conflicts on their own. Michaud et al., (2019) states that these programmes help
employees grow into leaders by fostering an environment where everyone takes ownership of
 24

their actions and reaches a mutually agreeable resolution to conflicts. This lightens the load on
organisational leaders and promotes employee empowerment.
Wudaru, (2020) claims that organisations should prioritise open and honest
communication during times of change in order to reduce negative resistance. Leaders should
communicate with their teams often, address employee concerns head-on, and include them in
change initiatives whenever possible. During times of change, it is important to acknowledge and
celebrate achievements. This will help to reinforce positive behaviours and foster a culture that is
more adaptable and collaborative. It is crucial to put money into leadership programmes that
teach people to be emotionally intelligent, how to resolve conflicts amicably, and how to include
everyone in leadership. Brisman et al., (2016) states that these abilities help leaders navigate
conflicts more effectively, address patterns, and build a culture that values diversity in both
people and things while fostering an environment conducive to teamwork. Assessment and
evaluation of conflict management strategies for success is crucial. To gauge how well their
conflict management strategy is working, businesses can look at key performance indicators,
staff reactions or responses to something helpful, returned information machines, methods, and
approaches, and sometimes processes for determining the amount, quality, or worth of
something. In order to get better organisational patterns, this happening now process of
determining the permits continuous improvement and helpful change.

2.3 Theoretical Framework

Theoretical framework in this study serves as the underpinning philosophy or foundation for the
research from which all the knowledge with the entire thesis or research process will be
constructed. The theoretical framework for this study serves as the structure and support for the
rationale of the research, problem statement, purpose of the project, significance of the study and
research questions statement. It will also provide the grounding base or foundation for our
literature review (Grant & Osanloo, 2014). Hence, the theoretical framework is the blueprint for
the project and the provision of guidance on which to build and support the thesis. Scholars in
academia have identified the reasons or importance of theoretical foundation in the building of
 25

literature. According to Imenda (2014), the absence of a theoretical foundation will make the
vision and structure of the thesis unclear, similar to a housing project without a blueprint or
conceptual design. Theoretical framework will make the present thesis study to be organized and
strong from the start of the research work to the end (Grant & Osanloo, 2014). From the
foregoing, this study employed pluralist theory, unitary theory, and radical theory. These theories
will be used to anchor the research and will form the baseline of the study.

2.3.1 Unitary

The primary premise of unitary theory is that all members of an organization, including
employees and management, share a common purpose and vision. This common purpose aligns
with the goals of the organization as a whole. Unitary theory especially in the context of
industrial relations and organizational studies has been discussed by various authors.
Roethlisberger and Dickson (1939) introduced the concept of the unitary approach to industrial
relations. They argued for the integration of individual and organizational interests, pointing out
the importance of cooperation between management and employees. Another contributor was
Flanders (1966) in his book “Industrial Relations and the Individual” discussed the unitarist
perspective, which sees the organization as a unified entity with common goals and interests.
Sisson (1987) also viewed unitarist perspectives on workplace relations, emphasizing the
importance of management control and unity of purpose.

Edwards (2003) discussed different perspectives on industrial relations, including the unitary
approach, which emphasizes the shared interests of management and employees. Similarly,
Kelly and Thompson (2006) explored various perspectives on industrial relations, including the
unitary view. They discuss the role of management in creating unity and coherence within
organizations. These scholars have contributed to the understanding of unitary theory and its
implications for industrial relations, management practices and workplace dynamics. Their
works provide insights into how organizations can function as cohesive units with shared goals
and interests, as seen through the lens of unitary theory.
 26

There are two main strands or approaches that are mostly discussed in the study of unitary
theory; they are soft and hard unitarism. These two stands represent different perspectives on
how organizations should be viewed and how workplace relations should be managed within the
framework of unitary theory (Heery, 2016). Soft unitarism accentuates the idea of harmony and
cooperation within the organization. It recognizes that there may be different interests and
viewpoints among employees, but it believes that these differences can be managed and resolved
through open communication, collaboration, and mutual understanding. On the other hand, hard
unitarism takes a more traditional and authoritarian approach to organizational management
(Heery, 2016). It views the organization as a unified entity where everyone should align their
interests with the goals set by management.

The Relevance of unitary theory to the present study

Unitary theory is used to study workplace conflict management because it provides a particular
perspective on the nature of organizations and the relationships within them. It assumes that
organizations should be viewed as cohesive units where all members share common goals,
interests, and values. The theory emphasizes the importance of aligning individual and group
interests with the goals of the organization. When conflicts crops up, the focus is on resolving
them in a way that supports the overall objectives of the organization. Unitary theory recognizes
the authority and responsibility of management in guiding the organization towards its goals. In
the context of conflict management, this means that managers play a dominant role in addressing
and resolving conflicts. In summary, the use of unitary theory in studying workplace conflict
management provides a framework for understanding conflicts as potential disruptions to
organizational unity and productivity. It guides organizations in developing strategies to address
conflicts in a way that supports their overall goals and values.

2.3.2 Pluralist Theory

Pluralism theory is a conceptual framework used in various fields such as sociology, political
science and philosophy. It suggests that society is composed of diverse groups, each with its own
interest, beliefs, and values. In the context of industrial relations and organizational studies,
 27

pluralism theory is a perspective that recognizes the existence of multiple interest groups within
organizations. It acknowledges that organizations are composed of various stakeholders, each
with their own goals, values, and interests. Unlike unitary theory, which views organizations as
unified entities with shared interests, pluralism theory suggests that conflicts of interest are
natural and can arise due to the differ viewpoint of these various groups.

Some of the scholars who have contributed to the development and discussion of pluralist theory
in the field of industrial relations, sociology, and organizational studies include Dunlop, Fox,
Clegg and Legge, Farnham, Bain and Hyman. Dunlop (1958) in his influential work Industrial
Relations Systems” introduced the web of rules, which forms the basis of pluralist theory. He
described organizations as systems of rules and relationships among multiple actors with varying
interests. Fox developed the frames of reference theory which contrasts the unitary, pluralist and
radical perspectives on industrial relations. He argued that pluralism recognizes the existence of
multiple legitimate interests in organizations (Fox, 1966). Clegg and Legge (1978) contributed to
the understanding of pluralist theory. In their book “Power Rule and Domination”, they
discussed the pluralist approach to industrial relations, highlighting the coexistence of multiple
sources of power within organizations.

Farnham is another scholar who has written extensively on pluralist theory. In his book
“Industrial Relations: Theory and Practice” he outlined the pluralist perspective, underlining the
importance of recognizing and managing the diversity of interests within organizations
(Farnham, 1999). Bain, a Canadian economist and labour relations scholar, has contributed to
the development of pluralist theory. In his book Industrial Relation in Britain” he discussed the
pluralist approach to industrial relations, accentuating the need for negotiation and compromise
among conflicting interests (Bain, 1982). Hyman has made an impact in the field of sociology
and industrial relations. In his work “Understanding European Trade Unionism: Between
Market, Class and Society” he discussed the pluralist perspective in the context of trade
unionism and workplace conflict (Hyman, 2001).

These scholars have assisted to define and refine the concept of pluralism and pluralist theory,
emphasizing the recognition of diverse interests, the importance of negotiation and compromise,
 28

and the role of formal mechanisms for conflict resolution within organizations. Their work has
contributed to the understanding of how organizations manage conflicts and accommodate the
interests of various stakeholders.

Applying Pluralist Theory to Workplace Conflict Management

The relevance of pluralism theory to the study of workplace conflict management cannot be
overemphasized because the theory provides a different perspective on the nature of the
organizations and the relationships within them. It recognizes that institutions are composed of
diverse interest groups, each with its own goals, values, and interests; suggesting that conflict is
inevitable due to these inherent differences but can be managed constructively. Hence, it offers
valuable insights into how conflicts arise, how they can be managed through formalized
mechanisms for conflict resolution, such as collective bargaining, grievance procedures, and
mediation. These mechanisms provide structured processes for addressing conflicts in a fair and
systematic manner.

In summary, pluralism theory offers a valuable perspective on workplace conflict management

by recognizing the various interests and power dynamics within institutions. It provides
frameworks for understanding, addressing, and resolving conflicts in a way that the perspectives
of all stakeholders are considered while aiming for fair and equitable outcome. Radicalism
theory and how it applies to the study of workplace conflict management will be discussed in the
next section.

2.3.3 Radicalism Theory

 29

Radicalism theory, also referred to as radical theory encompasses a broad range of perspectives
within social and political thought that emphasize the need for fundamental, transformative
change in society. The term "radical" comes from the Latin word "radix," meaning "root,"
suggesting that radicals seek to address the root causes of social problems rather than merely
addressing their symptoms. Hayter and Lee (2018) opines that the radical perspective of
industrial relations considers conflicts as unavoidable in interface between two individuals or
more due to capitalism because it creates gaps between employers and employees. Radicals are
known for their critique of the status quo; they argue that the current social order is
fundamentally faulty and unjust. They believe that existing institutions, such as government
structures, capitalism or cultural norms, perpetuate inequality, exploitation and oppression.

The roots of radicalism theory can be traced back to various thinkers and movements throughout
history. One of the earliest proponents was Karl Marx, whose critique of capitalism and call for
proletarian revolution laid the foundation for much of modern radical thought. Marx's ideas on
class struggle and the need for a radical overhaul of economic systems influenced generations of
scholars and activists. Some of the concepts of radicalism theory are: Critique of liberalism,
structural inequality, revolutionary change, participation and empowerment.
 30

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