Employee Conflicts at Peer Level and Their Implications for Workplace Harmony

Abstract

The study is an inquiry into the sources and outcomes of workplace conflicts in relation to teamwork and the organizational climate context of Bangladesh. Peer conflict is a frequent reality in Bangladeshi firms, yet little research has investigated the antecedents and broad implications of such conflicts on peaceful cohabitation at work. The purpose of this study is to help fill that gap by investigating how things such as miscommunication, competition for scarce resources, and lack of role clarity reflect workplace conflict and how these conflicts in turn are reflected back into the workplace setting with matters related to collaboration, trust, and morale among employees. This study follows a quantitative methodology. A cross-sectional random survey through a structured questionnaire was carried out on 400 employees of the public and private sectors in the metropolitan areas of Bangladesh. The findings indicate that miscommunication was the top contributor to conflict in the workplace, followed by resource competition and unclear job descriptions. These conflicts were seen to cause raised stress, drop in collaboration and morale, and as a result, a reduction in productivity. However, the research also reveals that effective leadership communication, a culture of dignity and respect, and supportive HR policy can prevent and resolve conflict. HR coverage, training for employees and clear-cut conflict resolution protocols were among the most effective tools in promoting a healthy work environment. The research concludes that good communication, role clarity and mutual respect among employees cause to decreases of workplace conflicts and develops an effective organizational climate in Bangladesh.