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Primerica, Inc. offers health insurance, investments, and banking to middle-income households in the United States as well as Canada. It is evident that at a large firm such as Primerica, there would be disagreements amongst personnel at all levels. Negative behaviors such as utilizing slang or other disrespectful comments and disrespecting coworkers’ sentiments are frequent difficulties in such a setting. Other habits include becoming a member of a clique, inciting hatred among fellow co-workers, and electronically publicizing one’s thoughts for others to read, among others (Konopaske & Matteson, 2018). Because Primerica is a banking and insurance firm, factors such as poor communication might lead to an error that could hurt the organization. According to Konopaske and Matteson (2018), a negative perception such as insults, public embarrassment, severe disruptions, or workplace aggression might be termed psychological abuse and result in management concerns (Weatherly, 2021). As a result of the frequent engagement, every group falls into a confrontation with each other at some point in time.
Conflict Drivers
Negative workplace behaviors would lead to excessive dysfunctional conflict and a low degree of organizational effectiveness in terms of work interdependence. A Primerica with sequential and reciprocal dependency would have low performance, inefficient service delivery, and satisfaction with destructive behaviors (Sankaran & Graham, 2019). Perceptual discrepancies can also develop when there is no shared aim, such as the staff placing a more significant priority on good collaboration and coordination between themselves. If management is not there to set a precise objective for the organization and give explicit parameters, the disharmony from disputes can become unhealthy. According to Sankaran and Graham (2019), workplace incivility and pessimism could prompt severe anxiety, depressed mood, and stress-related health complications (Sankaran & Graham, 2019). Furthermore, many firms that tolerate ongoing unethical behavior can be sued for vast sums of money.
Conflict Resolution
The administrator who is to handle the disagreement must tackle the intergroup conflict. According to Konopaske and Matteson (2018), having defined organizational principles will motivate workers to maintain a continuous work ethic, often described as drawing a line in the sand, in order to address a problematic habit. Furthermore, there must be no compensation structure for underachievers or employees who fail to meet the company’s goals (Raines, 2019). Furthermore, Konopaske and Matteson (2018) state that a solution is to provide outlets for personnel such as support systems, complaint forms, or a kind of arbitration through Human Resource Managers (Raines, 2019). A supervisor who seeks to sort out an issue between two parties and strives to address the situation swiftly but with both sides agreeing on the resolution is an example of compromise (Konopaske & Matteson, 2018). When engaging with a negative mindset, determining the source of the issue might lead to reconciliation and a joint goal commitment.
Conclusion
As previously noted, organizations will always have some level of conflict, and dealing with gross misconduct is a typical issue for the company that affects various people and even departments. A lack of adequate supervision and precise goals can lead to poor business performance because of the consecutive and reciprocating dependency in a banking and insurance firm such as Primerica. Managers must negotiate in the office and establish certain ethical norms and limitations to match the company’s aims with employees. If the core issue is resolved, a poor attitude can be reversed.
References
Konopaske, J. M., & Matteson, M. T. (2018). Organizational behavior and management (11th ed.). McGraw-Hill Education.
Raines, S. (2019). Knowledge and practice of peacemaking.Conflict Resolution Quarterly, 37(1), 5-5. Web.
Sankaran, K., & Graham, J. (2019). Moral content in workplace conflict.Academy Of Management Proceedings, 2019(1), 15900. Web.
Weatherly, N. (2021). The ethics of organizational behavior management.Journal of Organizational Behavior Management, 41(3), 197-214. Web.
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