Employee confrontation
As organizations continue to grow and expand, they have an influx of employees and many changes (Hershcovis, Cameron, Gervais & Bozeman, 2018). These changes may lead to various problems emerging in the organization; hence the management of the organization must have proper frameworks of handing any issues arising for the organization to be successful in the long run. Issues involving conflicts and other problems can become a thorn in the flesh in the organization is they are not handled in the right way.
Confrontation is one of the methods used by organizations when dealing with problematic employees (White, 2017). The technique
has proven to be very effective since the management of the organization faces the problematic employees directly and warn them of their actions. However, there are risks associated with avoiding confrontation, especially when the employees have proven to be problematic over a long period. First is that the organization risks creating an immoral or unethical culture in the organization. This is bound to happen since the organization’s management is perceived weak, and gas lost control over its employees. This makes the unethical behavior exhibited by one employee to be emulated by the vast majority of the employees. Secondly is that avoiding confrontation with problematic employees make the organization’s productivity decrease tremendously. This is bound to happen because the employees work carelessly since they know that they can’t be confronted when they behave unethically. Thirdly is that avoiding confrontation with problematic employees paint the manager of the organization has weak, and this affects the performance of the organization in the long run.
In a nutshell, confrontation is a very effective method when dealing with problematic employees (White, 2017). However, an organization should ensure that confrontation is done in the right way to avoid escalating the current problem, which can sink the organization further.
References
Hershcovis, M., Cameron, A., Gervais, L., & Bozeman, J. (2018). The effects of confrontation and avoidance coping in response to workplace incivility. Journal of Occupational Health Psychology, 23(2), 163-174. doi: 10.1037/ocp0000078
White, A. (2017). The Labor Movement and the Dilemma of Direct Confrontation. Employee Responsibilities and Rights Journal, 29(1), 39-50. doi: 10.1007/s10672-016-9288-7