Introduction
The accommodation theory makes certain assumptions. The first is that there are similarities and differences in all conversations at the workplace. The different experiences impact the extent to which any individual can accommodate the other. The second assumption states that the attitude that we have towards the behaviors and speech of other people affects how we evaluate the conversation (McDERMOTT & Forgy, 2007, p.33). Perception refers to the technique of receiving and interpreting information while evaluation defines the manner that an individual judges the conversation. The third assumption is that the behaviors and language exhibit data about group belonging and social status. The language that is used may showcase the hierarchy in an organization or their social status (Hyde, Jappinen, and Theorell, & Oxenstierna, 2006, p.2219). In most situations, the person with a lower social class tends to accommodate the views of the individual with the higher social class because of their aim to rise the social status. Accommodation occurs in all spheres of the corporate world. The paper will seek to analyze how the conflict theory and accommodation theory affect supervisor-employee conflict.
Conflict Theory
The conflict theory insists that every community has different groups of t who have varying interests and pursuing the limited resources. So that the limited resources can be obtained and the privileges maintained, the dominant group may use both indirect and direct techniques to oppress the groups that are disadvantaged (Billingham, 2007, p.283). According to this idea, the supervisors may be the group that is disadvantaged group may be the supervisors who may be influenced by the dominant groups in the organization such as employees and managers. The dominant sectors may attempt to oppress the supervisors. For instance, they define how the supervisors should behave and all the labor processes, development of accountability procedures and a centralized system of decision making. Due to the extensive control of the dominant groups, the supervisors can lose their emotional and labor control because they are forced suppress or display certain emotional feelings (Giles, Coupeland,. J., and Coupeland, N. 1991, p.4).
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The separation of emotional displays and feelings can result in self-estrangement and emotional exhaustion that act as the sources of negative emotional displays at the workplace. Supervisors are forced to act according to the demands of their manager and employees who are the main stakeholders in an organization (De Dreu, 2008, p.6). Due to their subordinate experience, the supervisors may perform emotional labor. However, supervisors and employees do not have the autonomy to express all their emotions during their responsibilities but are subject to certain rules that regulate their emotions (Behfar, Peterson, and Mannix, & Trochim, 2008, p.170). In most situations, extreme emotions of sadness, anger or joy should be avoided. If the rules are not followed, the supervisors or employees may be regarded as unprofessional.
The conflict theory insists that emotional labor arouses negative thoughts such as shame, frustration, and guilt. For example, a supervisor may dislike an employee who has a poor job performance or who has a bad conduct. Nevertheless, the supervisor will be required to exhibit care and love to the underperforming employee because of the stipulated rules (Lipsky, Seeber, & Fincher, 2003, p.7).
The suppression of emotions may fuel negative emotions for supervisors such as shame, guilt, and regret because they may feel that it is unethical to hate or dislike certain employees (Whaley and Samter, 2010, p.15). Also, they may feel uncomfortable because the feeling that they display do not correspond with their inner feelings. It may even affect their job performance. However, other studies argue that supervisors may attain self-satisfaction if they are successful in managing their emotions at work. Some aspects of the conflict theory take a lot of emphasis on emotional management while ignoring the use value aspects such as care and love. Emotional displays are critical to the development of relationships between supervisors and employees (Tinsley & Brett, 2001, p.583). It is important to recognize the ability of supervisors to interpret, analyze and find meaning in their work.
However, emotional management does not alienate the supervisors from other groups at the workplace because they have the capacity and ability to make a choice on how to manage their feelings. Supervisors can manage their emotions depending on the expectations and demands of the workplace (Jordan & Troth, 2002, p.63). They can engage in emotion management so that they can attain their objectives. If their emotional management allows them to attain their goals, they will feel satisfied and positive about their jobs, but if their objectives are not met, they will feel negative about their job.
Accommodation Theory
Convergence defines the process where different colleagues adapt to the communication patterns of each other. The different individuals may adapt to nonverbal behaviors, speech rate, eye gaze, pause, and smile. However, the rate of convergence depends on the perceptions and attitudes that the two people have towards each other. It relies heavily on attraction because the higher the attraction, the higher the convergence (Giles, 2008, p.3). It affects the possibility of all the future interactions between the two groups. There may also be indirect stereotyping where one employee or group may impose rigid or outdated assumptions of a specific cultural group. If there are low levels of attraction between the supervisor and employee, the level of convergence may be low. Ultimately, it may develop to become a source of conflict between the two parties.
Divergence may also occur in the workplace between the employee and supervisor. A divergence is a form of non-accommodation because of the nonverbal and verbal differences between the two parties (Giles, 2008, p.6). The two parties do not attempt to display similar traits such as speech rate, gestures, or posture. There are limited attempts to improve their communication or to reduce their social distance. Divergence may not be aimed at disagreeing with each other. It can be a method of maintaining different social or corporate identities. The supervisor will exhibit behaviors that are different to other employees. It mainly occurs when there is a variance in influence and power between the two groups e.g. supervisor and employee. It can also be witnessed in the conversations between physician and patient or parent and child (Dragojevic, Giles, and Gasiorek, 2014, p.7). Divergence is mainly used to differentiate self-images when two people are communicating.
There may also be over accommodation when the different people or groups overdo the efforts in responding, regulating or modifying the responses made by other colleagues (Giles, 2008). The target is made to feel worse about them. There is sensory over accommodation where a speaker may excessively adapt to the traits of the person who is seen as limited. The limitations are mainly physical or linguistic ones. Often, it is perceived as a form of underestimation. Dependency over accommodation can occur when the speaker decides to place the other party in an inferior role. For instance, immigrants may be made to feel inferior or subordinate when they are speaking with the natives or locals. Intergroup over accommodation may also occur when the speaker places other individual in certain cultural groups without recognizing the uniqueness of every individual (Dragojevic, Giles, and Gasiorek, 2014, p.6). It may make the other party to feel less equal leading to negative perceptions, reduced motivation or even conflict at the workplace.
Managing the Conflict
The management should develop strategies related to conflict management. The strategies should involve how the conflict can be avoided, how the conflict can be managed, how to seek external assistance and situations where the conflict will be forwarded to a higher authority (Ayoko, Hartel, & Callan, 2002, p.2). When a conflict occurs between the employee and supervisor, the manager should have a word with them. The process will involve simple conversations and listen while giving them the chance to express their concerns and feelings. Such an environment may help in clearing the air. Both parties should be aware that the manager is willing to take their concerns seriously and that the manager can be approached if the problem persists.
The manager should be keen to investigate informally. They should not make a quick decision based on a prejudgment of the situation. The manager should spend some time talking with the aggrieved parties. The manager should ask for an explanation regarding their behaviors such as their confrontation or the increased sick leave absence (Haraway, D. L., & Haraway, W. M. 2005, p.12). The manager should state their role in the conflict management and the desired outcome of the process. If the employee has made an official complaint regarding the supervisor, the issue has become a formal challenge. The manager should be keen to implement all the internal procedures that are laid down to deal with conflicts (Friedman, Tidd, and Currall, & Tsai, 2000, p.34). All the conflict resolution procedures should be updated to ensure that they do not discriminate either party. Mediation is one of the most effective techniques for solving the conflict between supervisors and employees.
The manager should upgrade their conflict resolution skills by listening to both parties and evaluating the sources of the conflict (Bell & Song, 2005, p.32). The supervisor and employees should be questioned in a calm and measured manner. There should be a written document of the conflict. The manager should then reframe the problems so that they can be understood by both parties. The manager should set the proper tone for the mediation and respect the diversities that may exist between the aggrieved parties. Conflicts always occur due to different perceptions. The manager should be keen to demystify the negative stereotypes or perceptions so that the conflict management is successful (Keashly & Nowell, 2003, p.339). If the situation gets escalates, the manager may decide to seek external assistance from a skilled mediator that may assist in sorting out the complex interpersonal challenges. Skilled mediators may be quite effective because they often take an unbiased and objective approach to the issues facing the organization because they may not be emotionally attached to the problem (Smith, Vernard Harrington, & Neck, 2000, p.606).
Summary
The paper has analyzed the employee supervisor conflict. Conflict describes any form of disagreement between two or more parties. Before the conflict escalates, there two parties may feel a form of sadness or unhappiness about the issues that are facing them. Their attitude towards each other may become too negative that it leads to physical or emotional confrontations. The manager should be keen to measure and monitor such signs to avoid escalation of the conflict. Managers should ensure that the all the staff are aware that it illegal to discriminate any person or employee according to age, sex, religion, race, sexual orientation or disability. The conflict may be lit up by conflicting personalities, different expectations, workload increment, and ignorance of the common values and unsolved problems that may have occurred in the past. The conflict management strategies should involve how the conflict can be avoided, how the conflict can be managed, how to seek external assistance and situations where the conflict will be forwarded to a higher authority. Mediation is one of the most effective techniques for solving the conflict between supervisors and employees. Conflicts are prone to occur when expectations are not met therefore the manager should be well skilled to solve the conflicts.
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