Workplace Conflict
Three critical conflict faces the city police and the city police management, as presented in this case. The first conflict comes about when the city police management demanded that the overtime money paid to the officers was to be reduced. The second conflict is there are differences in how the police and management understand the term overtime in this case, which fuels conflicts. To the city police management, overtime is an increase in the payroll ( Meirowitz, Morelli, Ramsay &Squintani, 2019). On the other side, the police officer views the overtime as the effort they make, and thus they feel that they deserve the overtime. It is such a nature of the conflict that has resulted in the public disclosure of top police officer’s salaries that has led to the mayor demanding the hiring of 25 new police officers. The last cause of conflict is that since the police officers were relying more on the overtime money, terminating this overtime may cause a lot of financial backdrop for them, and this is likely to course more conflict between the officers and the management.
Short Term Outcome
The first short term effect could be an act such as go-slow by the police officer where they could reduce the rate at which they get a ticket for those over speeding in the city. The action might harm the city because it will lower the revenue. With the public at stake, this could be devastating for the city. The second short term effect could be a reduction in the morel of the police officers. Overtime is critical for these officers because it boosts their financial stability, and this acts as a motivating factor for them to spend more time on the road. A reduction in the overtime can be devastating to their more, and this could see a reduced and intoxicated working environment for the officers.
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Long-Term Outcomes
Other than the short term impact of this conflict, the city should also expect long term effects. The first is the high rate of resignation by the police officers. The officers were relying on overtime as the financial boost. Reducing this would make them think of getting other jobs and transferring to different places, and this could result in a high rate of staff turnover. Also, it could lead to frustration, and this could contribute to more officers leaving the city and seeking other jobs in the places ( Chamoso, De la Prieta, Pérez & Rodríguez, 2019). The second long term result of the conflict is that it could destroy the working relationship between the officers and the management system or managers. As a result, it could create a toxic working environment for the officers and their management.
Possible Actions for Resolving the Current Conflict about Overtime Pay
The first means of solving the conflict is to provide bonuses for the top officers as this would allow the top-performing officers to continue producing and encourage others to perform better. The second strategy is to enable the officers to get their overtime without reducing the amount they get as this would still solve the problem. The third means of resolving the conflict is to implement raises for seasoned officers ( García, Gonzales-Miranda, Gallo&Roman-Calderon, 2019). Such an action will make up for the lower overtime yet still provide some additional income to officers. It will also lower the budget for the police department as less money will be spent on overtime.
Plan to Create a More Positive Work Culture in the City’s Police Department
Corporate Culture
a). Diversity within the police department can allow them to have a good work culture because there will be no elements of discrimination based on salaries and race. With a more diversified workforce within the police department, they will have an elevated work culture.
b). another component is to create better and culture-sensitive policies that are inclusive for all the police officers within the police system in the case provided.
Work Specification
a). Mitigate workplace conflict with the goal of “what is in the best interest of the department.”
b). Disposition to remain the focus at all times under stressful conditions with effective communication skills.
Interview Questions
3. a). How have you managed to deal with instances of workplace conflicts with other coworkers?
b). Can you elaborate on how well you become comfortable with strategies that are in place within the workplace that are meant to help you solve conflict with others in the workplace?
c). How do you deal with management expectations in which you feel not enough resources are available for you to resolve the issue?
Methods of Evaluating Improvements in Employee Relations in the City Police Department
In the current situation, there is a low employee relationship in this police department. However, with rights corporate culture and the right steps to mitigate and solve the ongoing conflict that is threatening the city, the city police department can restore its employee relationship. There are two methods they can use to assess such improvements. The first means is to compile and track citizens’ complaints regarding the officers on duty ( Matolo, Iravo&Waititu, 2019). A rise in complaints means there is less improvement, but positive results show improvement. Also, performing a satisfaction survey among the officers is another way of assessing their performance and relationship with current management in the city.
References
Chamoso, P., De la Prieta, F., Pérez, J. B., & Rodríguez, J. M. C. (2019). Conflict resolution with agents in smart cities. In Smart Cities and Smart Spaces: Concepts, Methodologies, Tools, and Applications (pp. 695-713). IGI Global.
García, G. A., Gonzales-Miranda, D. R., Gallo, O., & Roman-Calderon, J. P. (2019). Employee involvement and job satisfaction: a tale of the millennial generation. Employee Relations: The International Journal .
Matolo, R. S., Iravo, M., &Waititu, G. A. (2019). Relationship Between Employee Relations and Performance in Technical Training Institutes in Kenya. Advances in Social Sciences Research Journal , 6 (3).
Meirowitz, A., Morelli, M., Ramsay, K. W., &Squintani, F. (2019). Dispute resolution institutions and strategic militarization. Journal of Political Economy , 127 (1), 378-418.
