ASSESSMENT 1

Task 1

Answer to Question 1

• Cheating
• Bullying
• Improper use of information.
• Staff high turnover
• Staff absenteeism

Answer to Question 2

• Exhibitions
• Trade shows
• Pre-launch activities

Answer to Question 3

• Including comments and queries.
• Complaint handling procedures
• Email
• Letter

Answer to Question 4

• Conducting informal meetings
• Writing a report
• Distributing newsletters and reports

Answer to Question 5

• Business financial reports
• Individual and team performance data
• Marketing and customer related data

Answer to Question 6

• acting on false assumptions and stereotypes
• cultural differences not being addressed
• lack of willingness to participate
• educational differences not being addressed
• inappropriate word choice
• ineffective non-verbal communication
• not listening actively
• organisational factors

Answer to Question 7

1. Brainstorm the strategy– offered feedback and advice in a positive manner and that all undertakings are met as agreed
2. Document the strategy– involves colleagues in the development of goals and objectives and as a sounding board.
3. Test/apply the strategy in the group- informed colleagues about developments and changes that may affect them; and raised concerns over quality of work directly with the colleague.
4. Describe how you ensured that the devised strategy- identified and used opportunities for colleagues to discuss work-related and personal issues when appropriate

Answer to Question 8

• Managers
• Union representatives/ groups

Answer to Question 9

• Developing trust and confidence
• Fostering of consistent behaviour in work relationships
• Providing a reward system

Answer to Question 10

• Occupational health and safety
• Duty of care
• Anti-discrimination
• Equal employment opportunity
• Privacy laws
• Maintaining professional standards of behavior

Answer to Question 11

• Action learning
• Induction
• Job sharing
• Shadowing
• Structured training programs

Task 2

Part A

1. Communication Strategies

Here are the few communication strategies that can be used by the Succulent Food company in the Kida beach:

1. Open meeting: This is known to be a communication strategy, wherein it is very simple to ensure the communication of the vision of an organization along with the communication of one’s own emotions. Succulent Food company can make use of this strategy to communicate about the various issues that was prevailing in the organization and the changes executed by the organization was beneficial for their company (Kang et al., 2017). Moreover, if this strategy is adopted by the concerned organization, it will not give the employees to listen to the information being conveyed to them, but they can even visualize it as well as understand the emotions behind the concerned communication. Through this communication strategy, it will be made clear to the employees the concerned organization is facing issue related to high employee turnover rate and it is even beyond 180%, so it is significant for the organization to choose the appropriate employees for their company and offer them with an appropriate level of training. This in turn creating a poor impact on the output as well as the profit of the company. Furthermore, in the meeting, the employees would also be asked to give their valuable feedback to enhance the different operations executed by the Human Resource department of the concerned organization. In this context, they should also make the employees understand if they bring about the concerned level of changes then the employee turnover rate will reduce to 14%, and even the workforce will get an opportunity to work in a systematic organization, increasing the profit, output as well as the effectiveness of the organization.
2. Emails: In an organization environment, the use of email as a communication strategy will always continue to be powerful (Gloor et al., 2020). The Succulent Food company, can make use of this communication strategy to send about the details discussed in the open meeting conducted by them. In this way, the information will become authentic for the employees and they also keep a track of it.

In order to make sure that the employees have properly understood the discussions of the meeting, they can ask for the feedback for the employees and also tell them to ask any questions if they have, so that all their doubts can be cleared.

2. Issues related to the employees- Consultation Process & Plan of Action

The key problems faced by the employees of the Succulent Food was that they were not suitable for the job they have been selected and this was the reason due to which the organization was experiencing a very high turnover rate (Cloutier et al., 2015). In this context, the employees would be asked for their feedback in terms of the lacking in the human resources practices adopted by the concerned organization.

In order to reduce the employee turnover rate in the organization, the management has the following action plan in their mind:

• The organization has created a strategy of recruiting only those candidates who will be appropriate for the desired role as well as for the organization. They have a plan to execute the same by means of organizing an official pre-employment evaluation session which will measure the knowledge as well as the level of encouragement present in those candidates (Razmerita et al., 2016).
• The organization has also developed a strategy to introduce a well-formulated training module for the candidates. This module will consist of the fundamental learnings as well as educational learnings. Furthermore, in order to increase the level of motivation among the employees, they will ensure that the compensation of the employees will increase once they finished with their training program.
• In order to reduces the issues related to conflicts among the employees, the concerned organization has a plan to develop a employee union group that will offer an opportunity to the employees to report various problems faced by them within the organization (Asrar et al., 2016).

Furthermore, the employees should be made to understand if the above changes are executed the high employee turnover problem of the employees will be minimized to a considerable extent, thereby enhancing the productivity as well as the profitability of the organization.

3. Survey

Purpose

The key purpose of this survey is to determine the view points of the participants of consultation meeting, that is employees as well as the management of the Succulent Food company (Brace, 2018). Through this survey, the management wants to understand if the participants are satisfied with the strategy proposed in the meeting and if the participants are willing to adapt to the changes proposed by the organization or not.

Survey Participants

The participants include the workforce of the organization, who is required to be motivated and provided proper training with an attempt to reduce the high turnover rate of the employees (Taherdoost, 2016). Furthermore, the management will also be a part of the survey process, whose viewpoint is also important to bring about the change in the organization.

• After the end of the open meeting, a questionnaire would be given to all the participants and they would be required to fill as well as submit the same within a stipulated period of time.
• The stakeholders involved in the survey will include the shareholders, the management as well as the employees of the concerned organization.
• Email

To: Shareholders, employees, management

Sub: Requesting feedback

Dear Team,

This is to remind you about the questionnaire you received at the end of the meeting that was conducted on 15^th July 2020. You are requested to go through it properly, dutifully fill it up and submit it by 24^th July 2020. You are requested to provide us with honest feedbacks and clear any doubts related to the meeting discussion within the provided time-limit, so that we can implement the proposed changes as soon as possible for the betterment of our organization.

Thanks & Regards,

Senior Manager

( Succulent Food Company)

• In this context, the qualitative data analysis approach was used by the management. This type of method provides answers to questions like given reasons, describing the event and the way in which it had occurred (Friese, 2019). The Succulent Food company made use of the questionnaires to address these questions. Furthermore, even the quantitative data analysis technique was used to determine the number of employees who have agreed with the discussion in the meeting and the number of employees who are not ready to adapt to the changes.
• It has been determined from the survey that 80% of the participants agrees with the changes proposed by the organization while 20% of them is required to be motivated and convinced to a certain extent to except the changes (Ong et al., 2017).

4. Here are the stakeholders that were included in the consultation process:

Employees: This includes the workforce of the organization, who are satisfied as well as who are not satisfied with the changes proposed in the consultation meeting. Moreover, the same questionnaires can also be provided to the prospective candidates suitable for working in the organization, to ensure if they are happy with the refinement in the human resources practice of the organization.

Management: It includes those members, who has researched dutifully on the various issues experienced by the employees of the organization and prepared the questionnaire accordingly (Graham et al., 2015). It also includes the concerns of the HR manager in order to analyze if they are willing to adapt to the changes proposed by the organization.

Shareholders: It includes the investors of the organization to determine if the capital investment by them is going in the right direction or not.

Issues & Implementation Plan

It has been determined that there were some employees in the organization who had a feeling that the organization is getting highly stringent towards them and the training program proposed by the management will not fetch any benefit for them, instead it will waste a huge portion of their time, which they could have invested in something more beneficial. In this context, the concerned organization has the plan to work towards motivating the employees so that they are ready to participate in the associated training program for their own benefits. In order to implement the same, the organization proposed to increase the salary of the employees who will complete the training program in an effective manner (Young et al., 2016). The concerned employees should be made aware of the benefits of the training program and the way in which it is going to help them become perfect in their work and they will find no reason to leave the organization. In this way the high turnover rate of the employees will also be reduced.

Furthermore, in order to monitor the improvement in the conditions, the management proposes to have a face to face meeting with the concerned employees to analyze if they are showing interest in the concerned training program and whether the trick of increasing the pay has worked for them or not (Grassi et al., 2016). In this way, the concerns of the employees in relation to the benefits of the training program can be resolved in a timely manner.

Part B

Answer 5

Here are the three policies for the Goodtime Food company to handle a situation of conflict in their organization:

• The Goodtime Food Company should engage in formulating a plan of action for the purpose of bringing diversity in their organization. In this context, the circumstances in the organization would be recognized along with an outline for the concerned plan of action in the same context. Moreover, the important aspects wherein the concerned strategy will create an impact will also be created. The organization should also take an initiative to create a plan for diversity wherein the various kinds of problems faced in this context would be determined (Nikolaou, 2018). Furthermore, goals will be created to improve its commercial activities along with the efficiency of the company keeping in mind the various norms and principles that is applicable on the public enterprises. Additionally, the strategy should be framed in way such that it is in a position to find out its advantages as well as prospects of having a diversified group of employees and also take proper initiatives to comply with the legal needs, norms and principles of the concerned organization.
• The Goodtime Food Company, should also take an initiative to allow the building of staff in the organization that will encourage as well as give importance to the concept of diversity. In this context, the various advantages of having a diversified group of employees should be conveyed to every member of the concerned organization. Moreover, proper procedures as well as resources should be adopted to resolve the obstructions in the way of offering unbiased work prospects to the employees of the concerned organization and this should be in the context of the diversification strategy developed by the company (Papenhausen et al., 2015). The Goodtime Food company should work towards embracing various styles of leadership in terms of allowing managing employees from various different cultural background. Furthermore, the conditions related to the diversity among the employees should be recognized and should be used in terms of providing services to the diversified customers of the organization. A huge variety of working patterns should be adopted by the company that depicts the benefits of a diversified range of employees, integrated with the environment of the organization. Additionally, the concerned organization can also take help of the training modules to demonstrates such benefits to the employees of the organization.
• The Goodtime Food Company should also pave way for communication among the diversified employees of the organization. In this context, problems related to use of different languages, literature and numbers would be determined and proper steps would be taken to fix the same. In this way they can even pave way for the complete engagement of the employees in the operations as well as growth related ventures of the organization. Moreover, different types of communication plans could be created to satisfy the requirements of the diversified group of employees as well as the customers (Ajike et al., 2015). Proper steps should be taken to recognize the target customers of the organization and based on the same the communication strategy should be framed. Furthermore, the various materials required to allow an efficient means of communication should be determined with regards to the norms and principles of the organization.

Communication Strategies:

• A discussion session could be held with the stakeholders of the organization wherein the purpose of the latest policies developed by the company would be explained and the stakeholder’s point of view on the same would be discussed (Folger et al., 2015).
• A meeting could be conducted with the stakeholders of the organization and the new policies would be presented to them with the right kind of emotions behind the same. Moreover, the opinions of the stakeholders on the same would also be considered in this meeting.
• An email would be sent to all the stakeholders of the organization regarding the important elements of the new policy proposed by the company and the receivers would be asked to revert back with their feedback on the same (Svensson et al., 2015).

Survey Questions

• What is the importance of workplace communication?
• How can you make a workplace communication effective?
• Is motivation required for effective communication at workplace?
• As a manager how do you prefer to communicate at your place?
• What is the most essential component for workplace communication according to you?
• Is misunderstanding a major cause disrupting the functioning of an organization?

Answer 6

Required Actions	Start Time	End Time	Responsible Staffs
Written documentation	24-07-2020	26-07-2020	trainers
Oral advice and guidance	25-07-2020	25-07-2020	Consultants
Small group meetings	27-07-2020	27-07-2020	Team Members
One to One meeting	28-07-2020	30-07-2020	Internal providers

Monitoring Strategies

• The important stakeholders of the organizations should be consulted and they would be asked to provide relevant comments on the same. The objective and the purpose of the policy should be explained to the stakeholders along with its benefits.
• Important documents in relation to this strategy should be properly analyzed to check its validity (Prause et al., 2015). It includes documents like its registration papers, contracts or even sharing accommodation. This will give an authentication to the new policy that has been proposed by the organization.

Answer 6

Internal Stakeholders	Contribution of Expertise
Staff	The staffs would be asked about the reasons due to which misunderstandings prevail among them the most. Their responsibility would be to report the problem to their immediate manager and if it is breaking any code of practice of the organization then they should also report to the higher authority (Hameed et al., 2016)
Board of directors	They would be accountable to investigate the prevailing issue in a comprehensive before arriving to any particular decision in terms of any workplace conflict among the employees. It should also be determined if there is any genuine reason behind the concerned act of a particular employee.
Front-line manager	Their accountability should be to resolve any issues in relation to the members of their team. They should be able to find out the reason for the conflict and clear the doubts spontaneously (Henisz, 2017).

External Stakeholders	Contribution of Expertise
Consultants and advisors to the organization	Their responsibility should be to ensure that conflicts emerging among the employees is not breaking any regulation or code of conduct of the concerned organization and proper actions should take against it, such as counselling the accused employees (Damanpour et al., 2018).
Community group	Their responsibility should be to provide support to the involved employees and take against the organization. This is mostly applicable when the organization has wrongly blamed an employee for a particular course of action.
Contractors and suppliers	Their responsibility should be to ensure that their working procedure is not creating a negative impact on the overall functioning of the organization. Hence, they should be accountable to work as per the norms and principles adopted by the concerned organization (Miralles et al., 2017).

Here is a list of few professional conducts that is required to be showcased in order to achieve believe and certainty:

• It is significant to manage all the collaborators of the organization with due amount of honesty, dignity as well as affinity. This includes both the intrinsic as well as extrinsic collaborators of the organization (Jena et al., 2018).
• It is important for the organization to apply different societal, ethical as well as commercial norm and principles to create and manage efficient connections.
• It is also vital to manage the believe as well as the affinity of its employees, clients, distributors through effective performance.
• The concerned organization should also take an initiative to modify its relational pattern and mechanisms to satisfy the company’s societal as well as culture-based settings.
• The organization should also take the initiative to motivate the employees working in a specific group to follow an instance established by the organization and that also in terms of the norms and principles of the concerned organization (Constantin et al., 2015).

Managing the same at the place of work:

• Determining and exploring the issues and execute an appropriate course of action to fix the prevailing conditions as per the needs and laws applicable in terms of that organization.
• Assistance and help should be provided to the employees to fix any kinds of issues they are facing at the place of work.
• Evaluate and enhance the results obtained by the organization on a regular basis after consulting with the associated authority.
• Managing any underperformance determined in the organization (Amanchukwu et al., 2015).
• Managing any kinds of a dispute in a constructive manner in relation to the different procedures being executed within the organization.

Answer 7

Barriers to Communication	How they can be overcome
Emotion- The emotions of the employees can create a significant impact on their level of confidence, hence if an employee is having a negative bend of mind, he can turn to give an underperformance (Reybrouck et al., 2019).	This negativity can be eliminated by means of motivating the employees with something that is going to provide them with satisfaction and confidence. For example, rewards and incentives.
Perception- The perception of an employee creates an impact on their performance at place of work. For instance, if an employee perceives their job to be unfavorable, he will be absent for most of the time and he will quit his job more often.	This can be eliminated by providing the right working conditions to the concerned employees so that feel motivated to work and contribute towards the achievement of the goals of the organization (Dewaele et al., 2019).
Language- This has a great potential to lead to wrongly interpreted communication process in the organization which can cause an adverse impact on the overall performance of the organization (Methot et al., 2017).	In order to overcome the same, a diversified work culture should be created within the organization promoting the use of different languages and making the employees ready for the same.

Part C

Answer 8

Business Network	Contribution to the organization
Advisory Committees	They provide the benefit of analyzing the benefits of the different connections to be established by the organization and take decisions on the same (Tabak et al., 2015). They mostly consider both the pros and cons of situation to come to a decision.
Colleagues	They contribute towards creating a sound relationship within the organization and such friendly relationships tends to enhance the level of confidence among the employees of the organization, thereby increasing the overall productivity of the organization (Thrasher et al., 2016).
Government agencies	They contribute towards creating good workplace relationship by means of having unbiased policies and treatment plans for all the employees of the organization. In this way the employees will feel motivated to deliver an effective performance towards the organization (Goh et al., 2015).

From: student@gmail.com

To: ***@succulentfoods.com.au;

CC: ceo@succulentfoods.com.au

Subject: Introducing two business networks

Dear staffs,

I would like to recommend you two of the business networks I have attended recently and I strongly recommend you to subscribe and participate with the following business connections:

– Colleagues

– Government agencies

Please let me know if you need more clarification.

Kind regards,

Student

Answer 9

Internal workplace relationship issues	Action Plan
Interpersonal conflicts	Improved individual and team, performance and participation
Communication Problems	Improvements to systems and operations.
External workplace relationship issues	Action Plan
Receive poor customer feedback	Discuss with individuals regarding their concerns
Work collaboratively to better meet the needs of clients	Conduct training and development sessions

Grant Chart

Required Tasks	Start Time	End Time	Staff Responsibilities	KPI
Improved individual and team, performance and participation	01-08-2020	03-08-2020	Board members	100% job satisfaction
Improvements to systems and operations.	04-08-2020	06-08-2020	business or government contacts	100% of discipline
Discuss with individuals regarding their concerns	07-08-2020	08-08-2020	Work team	100% reward satisfaction
Conduct training and development sessions	09-08-2020	10-08-2020	union/employee groups and representative	100% of counselling

Assessment Task 3

Answer 1:

As per the first scenario, the main reason for the conflict at the workplace was when an employee lost his application for the unfair dismissal. The cause of this conflict was that the concerned employee did not update his boss about the disruption of a particular machinery in the organization (Munir et al., 2016). Furthermore, this was the only reason for the suspension, the concerned employee also showed a lack of interest of working with a team.

As per the second scenario, the reason for the conflict was that the concerned employee did not adhere to the code of conduct and the ethics of the organization. However, his denial had a medical reason attached to it, hence his dismissal was not executed (Jamadin et al., 2015).

Strategies/ Implementation method & Outcome

In order to resolve the issue related to the unfair dismissal of the employee, a face to face communication should be conducted with the concerned employee, wherein the problems being faced by him would be discussed. A due amount of consideration should be given towards understanding the key reason for the underperformance of the employee due to which he is not able to deliver an efficient performance in a team environment (Longe et al., 2015). Moreover, the main reason for which he is not able to concentrate on his work should be determined due to which he missed reporting about the wrong functioning of the concerned machinery.

In this context, training session should be conducted for the concerned employees as well as others who are experiencing similar problems, where they would be provided information in terms of the importance of team work and the way in which it is important to achieve the goals of the organization. Furthermore, steps should be taking to demonstrate to the employees the cost of a small negligence caused by them. The concerned team manager, employee as well as a counsellor would be included in this meeting.

Through the implementation of this strategy, the employee will understand the significance of team work and he will be motivated towards the achievement of the goals of the organization.

In order to resolve the issue in relation to employee not following the code of conduct of the organization, empathy should be shown towards him and the medical evidence shown by him should be taken seriously.

In this context, the concerned employee should be counselled and explained about the importance of code of conduct for that particular organization. Moreover, he should be made to believe that his health is valuable for the organization as he is an important part of the organization. In this counselling session only the employee and the counsellor would be included (Adekiya et al., 2016).

Through the concerned counselling session, the concerned employee will feel motivated towards following the code of conduct of the organization in way that will cause any negative impact on his health.

Answer 2

Here are the few ways to determine conflicts at the workplace:

• When the members of a particular team have different set of goals, there is a high chance of conflict to occur in between them. If each member is working towards the achievement of different set of objectives, they will face issue in interacting with one another and each of them will have a feeling that they are right in their approach of working (Torp et al., 2018).
• When the roles and responsibilities of the employees in a particular project is explained precisely, there is also a high chance for the conflict to occur in the organization. It is significant to explain to the employees the way in which their role is going to have benefit on a particular project. If this is not executed, an employee might feel that his team members are not taking the initiatives to achieve the goals or are being over judgmental towards achieving the objectives.
• Another key reason for a conflict to occur is when the flow of work in the organization has been messed-up. There are many instances, when a particular task can’t be completed without the execution of a task prior to it, this gives rise to disagreement between the employees and the entire functioning of the organization suffers due to it (Nielsen et al., 2018).
• Any mistake in the process of communication can be a major reason of conflict within the organization. There are instances, when an employee makes a minor error in communicating that can disrupt the flow of information while there some cases, when an employee intentionally holds back an information to disrupt the flow of work. The same thing happened in the scenario 1, when the concerned employee did not communicate about the malfunctioning of the machinery to the concerned authority.
• Excessive level of competition among the employees is big source of conflict as they will always debate over an information, creating an impact on the productivity of the organization (Woodrow et al., 2017).

In order to manage the conflicts, the following steps can be taken:

• The management should be provided with relevant training to handle the conflicts taking place in the organization. The management should be given training in relation to developing their hard as well as soft skills, for example, understanding, negotiating, actively listening, communicating clearly and also in terms of demonstrating care towards the concerned employees (Costa et al., 2015). A manager has the scope to resolve a conflict before it goes out of the hands and makes the situation even worse.
• The management can also take an initiative to conduct an unofficial meeting with the concerned employees one at time to listen to their reason for the conflict. Moreover, the manager should not support any particular employee during the entire course of meeting and try to be unbiased. After the meeting with individual employees is over, he should find the reason for the misunderstanding and take necessary steps to eliminate it.
• An official medium should be adopted to resolve the conflict if no reason or misunderstanding has been determined. This technique is mostly applied when the organization policy comes in between such as in the case of molestation, discriminatory activities or any other arrear of the concerned organization. In this context, stakeholders like the Senior Human Resource Manager or member of the union team of the company should be included to take part in resolving the associated conflict in an adequate manner (Khan et al., 2015).

Here are the 5 sources of counselling and support in case of assisting employees in conflict management:

• Motivation of the employees has the potential to be both intrinsic as well as well as extrinsic source of counselling and support in terms of managing the conflicts among the employees. This can play a significant role in satisfying the needs and requirements of an employee and thereby resolving the conflict (Estévez et el., 2015).
• An external source of counselling and support could be bringing a smile in the face of the concerned employees and encourage them to contribute towards the betterment of their situation. If an employee is happy then automatically their productivity will increase and thereby the productivity of the organization will also increase.
• Meeting the personal beliefs and requirements of the employees can be a good internal source of counselling and support. In this way the employees will feel valuable and an important part of the organization and thereby will be encouraged to work more effectively towards the achievement of the goals of the organization (Kassymova et al., 2019).
• Employees should be made aware of a certain type of an incentive in exchange of contributing towards the achievement of a particular situation. This in turn will again improve the performance of the employees as they will be motivated to do so.
• The counselling sessions should further take into consideration the individual achievement of the employees. It should make use of the personal goals of the employees as means to resolve the conflict. In this way, both the productivity and the profitability of the organization will increase, thereby contributing towards the benefit of both the employees as well as the organization (Bamuhair et al., 2015).

Answer 4

Action Plan- Unfair dismissal of the employee

Action	Meeting ethical & legal responsibilities	Improving result	Priority	Responsibility	Timeline	KPI	Monitoring strategy	Further improvement prospects & contingency plan
Analyzing the situation in which the concerned employee was dismissed.	It should be evaluated if the Fair Work Commission regulation has been broken or not with the concerned act of the candidate.	The employee should be trained about the importance of team work and importance of paying heed to all information and not ignoring any piece of information.	1	The immediate manager of the concerned employee will be required to investigate the situation.	2 weeks	Misunderstandings has been determined	Checking if the employee is motivated.	Counselling sessions for the further motivation of the employee and to appraise the performance of the employees within a stipulated period of time.

Scenario 2

Action	Meeting ethical & legal responsibilities	Improving result	Priority	Responsibility	Timeline	KPI	Monitoring strategy	Further improvement prospects & contingency plan
Analyzing the medical condition of the employee and comparing its relevance with the breaking of code of conduct of the organization.	Checking if the employee has broken any code of conduct of the organization.	Counselling of the employee in terms of the code of conduct of the organization and treating him empathy to show consideration towards his health.	1	Immediate manager of the employee should investigate and report the same to the director of the company who will take the required action.	2 weeks	An improvement seen in the psychology of the employee towards his health.	Performance appraisal of the employee in every week.	Counselling session of the employee to improve his psychology and provide him with a checklist of the code of ethics of the concerned organization.

References:

Kang, M., & Sung, M. (2017). How symmetrical employee communication leads to employee engagement and positive employee communication behaviors. Journal of Communication Management. Retrieved from https://www.emerald.com/insight/content/doi/10.1108/JCOM-04-2016-0026/full/html

Gloor, P. A., Colladon, A. F., & Grippa, F. (2020). The digital footprint of innovators: Using email to detect the most creative people in your organization. Journal of Business Research, 114, 254-264. Retrieved from https://www.sciencedirect.com/science/article/abs/pii/S0148296320302496

Cloutier, O., Felusiak, L., Hill, C., & Pemberton-Jones, E. J. (2015). The Importance of Developing Strategies for Employee Retention. Journal of Leadership, Accountability & Ethics, 12(2). Retrieved from http://www.m.www.na-businesspress.com/JLAE/Pemberton-JonesEJ_Web12_2_.pdf

Razmerita, L., Kirchner, K., & Nielsen, P. (2016). What factors influence knowledge sharing in organizations? A social dilemma perspective of social media communication. Journal of knowledge Management. Retrieved from https://www.emerald.com/insight/content/doi/10.1108/JKM-03-2016-0112/full/html

Asrar-ul-Haq, M., & Anwar, S. (2016). A systematic review of knowledge management and knowledge sharing: Trends, issues, and challenges. Cogent Business & Management, 3(1), 1127744. Retrieved from https://www.cogentoa.com/article/10.1080/23311975.2015.1127744

Brace, I. (2018). Questionnaire design: How to plan, structure and write survey material for effective market research. Kogan Page Publishers. Retrieved from https://books.google.co.in/books?hl=en&lr=&id=mSRTDwAAQBAJ&oi=fnd&pg=PP1&dq=what+is+survey+questionnaire&ots=nxwLJAnVOF&sig=izCbpyt2cyRBenbtBDctngmDdjo&redir_esc=y#v=onepage&q=what%20is%20survey%20questionnaire&f=false

Taherdoost, H. (2016). Validity and reliability of the research instrument; how to test the validation of a questionnaire/survey in a research. How to Test the Validation of a Questionnaire/Survey in a Research (August 10, 2016). Retrieved from https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3205040

Friese, S. (2019). Qualitative data analysis with ATLAS. ti. SAGE Publications Limited. Retrieved from https://books.google.co.in/books?hl=en&lr=&id=QauMDwAAQBAJ&oi=fnd&pg=PP1&dq=qualitative+data+analysis&ots=HPhDoakrK3&sig=XPf-juoFWrgBnGvLGCJNFn0EJk4&redir_esc=y#v=onepage&q=qualitative%20data%20analysis&f=false

Ong, M. H. A., & Puteh, F. (2017). Quantitative data analysis: Choosing between SPSS, PLS, and AMOS in social science research. International Interdisciplinary Journal of Scientific Research, 3(1), 14-25. Retrieved from https://www.researchgate.net/profile/Fadilah_Puteh/publication/322885790_Quantitative_Data_Analysis_Choosing_Between_SPSS_PLS_and_AMOS_in_Social_Science_Research/links/5a73d1320f7e9b20d490034b/Quantitative-Data-Analysis-Choosing-Between-SPSS-PLS-and-AMOS-in-Social-Science-Research.pdf

Graham, G., Österle, I., Aditjandra, P. T., Vaghi, C., Grea, G., & Zunder, T. H. (2015). The role of a structured stakeholder consultation process within the establishment of a sustainable urban supply chain. Supply Chain Management: An International Journal. Retrieved from https://www.emerald.com/insight/content/doi/10.1108/SCM-05-2014-0149/full/html

Young, J. C., Searle, K., Butler, A., Simmons, P., Watt, A. D., & Jordan, A. (2016). The role of trust in the resolution of conservation conflicts. Biological Conservation, 195, 196-202. Retrieved from https://www.sciencedirect.com/science/article/abs/pii/S0006320715302093

Grassi, L., Giorgino, M., Raimondo, S., & Romani, G. (2016). The induction of board directors: A case study perspective. Corporate Ownership & Control, 13, 207-223. Retrieved from http://www.virtusinterpress.org/IMG/pdf/COC__Volume_13_Issue_4_Summer_2016_Continued1_.pdf#page=51

Nikolaou, P. (2018). Effective strategies for human resource management in educational organizations. Conflict management case studies. Journal of Contemporary Education, Theory & Research, 2(2), 30-34. Retrieved from https://www.pedocs.de/frontdoor.php?source_opus=19092

Papenhausen, C., & Parayitam, S. (2015). Conflict Management Strategies as Moderators in the Antecedents to Affective Conflict and its Influence on Team Effectiveness. Journal of Business & Management, 21(1). Retrieved from http://jbm.nccu.edu.tw/pdf/volume/2101/JBM-2101-06-full.pdf

Ajike, E. O., Akinlabi, B. H., Magaji, N., & Sonubi, A. O. (2015). Effect of conflict management on the performance of financial service organisation in Nigeria: an empirical study of access Bank PLC. International Journal of Economics, Commerce and Management, 3(4).

Folger, J., Poole, M. S., & Stutman, R. K. (2015). Working through conflict: Strategies for relationships, groups, and organizations. Routledge. Retrieved from https://books.google.co.in/books?hl=en&lr=&id=lEhnDwAAQBAJ&oi=fnd&pg=PT18&dq=communication+strategies+to+resolve+conflicts+in+an+organization&ots=c_st2Yoj4i&sig=GKxaI2U2K_4wiBDCNxk6ECV_k28&redir_esc=y#v=onepage&q=communication%20strategies%20to%20resolve%20conflicts%20in%20an%20organization&f=false

Svensson, P. G., Mahoney, T. Q., & Hambrick, M. E. (2015). Twitter as a communication tool for nonprofits: A study of sport-for-development organizations. Nonprofit and voluntary sector quarterly, 44(6), 1086-1106. Retrieved from https://journals.sagepub.com/doi/abs/10.1177/0899764014553639

Prause, D., & Mujtaba, B. G. (2015). Conflict management practices for diverse workplaces. Journal of Business Studies Quarterly, 6(3), 13. Retrieved from https://pdfs.semanticscholar.org/99d2/f1fb30dd5f1429455f71d180efd586971d52.pdf

Hameed, I., Riaz, Z., Arain, G. A., & Farooq, O. (2016). How do internal and external CSR affect employees’ organizational identification? A perspective from the group engagement model. Frontiers in psychology, 7, 788. Retrieved from https://www.frontiersin.org/articles/10.3389/fpsyg.2016.00788/full

Henisz, W. J. (2017). Corporate diplomacy: Building reputations and relationships with external stakeholders. Routledge. Retrieved from https://books.google.co.in/books?hl=en&lr=&id=5Ko0DwAAQBAJ&oi=fnd&pg=PT14&dq=contribution+towards+conflict+management+by+internal+and+external+stakeholders&ots=UqdYy3h-By&sig=ewsOb2pkbdGs1Z9rLCbCg7r_yrM&redir_esc=y#v=onepage&q=contribution%20towards%20conflict%20management%20by%20internal%20and%20external%20stakeholders&f=false

Damanpour, F., Sanchez‐Henriquez, F., & Chiu, H. H. (2018). Internal and external sources and the adoption of innovations in organizations. British Journal of Management, 29(4), 712-730. Retrieved from https://onlinelibrary.wiley.com/doi/abs/10.1111/1467-8551.12296

Miralles‐Quiros, M. D. M., Miralles‐Quiros, J. L., & Arraiano, I. G. (2017). Are firms that contribute to sustainable development valued by investors?. Corporate Social Responsibility and Environmental Management, 24(1), 71-84. Retrieved from https://onlinelibrary.wiley.com/doi/abs/10.1002/csr.1392

Jena, L. K., Pradhan, S., & Panigrahy, N. P. (2018). Pursuit of organisational trust: Role of employee engagement, psychological well-being and transformational leadership. Asia Pacific Management Review, 23(3), 227-234. Retrieved from https://www.sciencedirect.com/science/article/pii/S1029313216302330

Constantin, E. C., & Baias, C. C. (2015). Employee voice-key factor in internal communication. Procedia-Social and Behavioral Sciences, 191(2), 975-978. Retrieved from https://www.researchgate.net/profile/Elena_Claudia_Constantin/publication/282535997_Employee_Voice_Key_Factor_in_Internal_Communication/links/563baf1208aec6f17dd4e7a

Amanchukwu, R. N., Stanley, G. J., & Ololube, N. P. (2015). A review of leadership theories, principles and styles and their relevance to educational management. Management, 5(1), 6-14. Retrieved from https://d1wqtxts1xzle7.cloudfront.net/47404958/A_Review_of_Leadership_Theories_Principl20160721-3914-1puxuww.pdf?1469112284=&response-content-disposition=inline%3B+filename%3DA_Review_of_Leadership_Theories_Principl.pdf&Expires=1595593801&Signature=T8F0ffJMKkBBLAXyFYkWsJo5-A24WSqS4whlyPQ-I2lcmlQOGEvimVbuPZ4o7qAMwRJKzWK226ME6VMg8SxdCye8SDx71v5dzRMa9WJx8Jwydrqs456cM~ZsFV9v47ZrTOUnrgn6ciYOUf1qHmFyJQOPozw47UjbkuQbNk8eTUjW5ClNjpt3nblU4nm98e24ZJUD0qbw8t3-9KjmfpdtYiGbH2b7SVS1-4kS801T5yjyEglLKFvLfKdh~u2KpNHCjUSF0IaF6sn40pTUr9GyVsPxFU2taAYmnzkWwUWpnYzIX3nERgcpCi5siHCWQl-bK4EbJF80hagKVnCEPsJMSA__&Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA

Reybrouck, M., & Podlipniak, P. (2019). Preconceptual spectral and temporal cues as a source of meaning in speech and music. Brain sciences, 9(3), 53. Retrieved from https://www.mdpi.com/2076-3425/9/3/53

Dewaele, J. M., Chen, X., Padilla, A. M., & Lake, J. (2019). The flowering of positive psychology in foreign/second language teaching and acquisition research. Frontiers in psychology, 10, 2128. Retrieved from https://www.frontiersin.org/articles/10.3389/fpsyg.2019.02128/full

Methot, J. R., Melwani, S., & Rothman, N. B. (2017). The space between us: A social-functional emotions view of ambivalent and indifferent workplace relationships. Journal of Management, 43(6), 1789-1819. Retrieved from https://journals.sagepub.com/doi/abs/10.1177/0149206316685853

Tabak, R. G., Hipp, J. A., Marx, C. M., & Brownson, R. C. (2015). Workplace social and organizational environments and healthy-weight behaviors. PloS one, 10(4), e0125424. Retrieved from https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0125424

Thrasher, G. R., Zabel, K., Wynne, K., & Baltes, B. B. (2016). The importance of workplace motives in understanding work–family issues for older workers. Work, Aging and Retirement, 2(1), 1-11. Retrieved from https://academic.oup.com/workar/article-abstract/2/1/1/2605121

Goh, J., Pfeffer, J., Zenios, S. A., & Rajpal, S. (2015). Workplace stressors & health outcomes: Health policy for the workplace. Behavioral Science & Policy, 1(1), 43-52. Retrieved from https://muse.jhu.edu/article/607750/summary

Munir, R. I. S., & Rahman, R. A. (2016). Determining dimensions of job satisfaction using factor analysis. Procedia Economics and Finance, 37, 488-496. Retrieved from https://www.sciencedirect.com/science/article/pii/S2212567116301563

Jamadin, N., Mohamad, S., Syarkawi, Z., & Noordin, F. (2015). Work-family conflict and stress: Evidence from Malaysia. Journal of Economics, Business and Management, 3(2), 309-312. Retrieved from https://www.researchgate.net/profile/Fauziah_Noordin/publication/272908799_Work_-_Family_Conflict_and_Stress_Evidence_from_Malaysia/links/56e1851a08aec09a8bc07df3.pdf

Longe, O. (2015). Impact of workplace conflict management on organizational performance: A case of Nigerian manufacturing firm. Journal of Management and Strategy, 6(2), 83-92. Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.1004.1299&rep=rep1&type=pdf

Adekiya, A. A., & Ibrahim, F. (2016). Entrepreneurship intention among students. The antecedent role of culture and entrepreneurship training and development. The International Journal of Management Education, 14(2), 116-132. Retrieved from https://www.sciencedirect.com/science/article/abs/pii/S1472811716300131

Torp, S., Lysfjord, L., & Midje, H. H. (2018). Workaholism and work–family conflict among university academics. Higher Education, 76(6), 1071-1090. Retrieved from https://link.springer.com/article/10.1007/s10734-018-0247-0

Nielsen, M. B., & Einarsen, S. V. (2018). What we know, what we do not know, and what we should and could have known about workplace bullying: An overview of the literature and agenda for future research. Aggression and Violent Behavior, 42, 71-83. Retrieved from https://www.sciencedirect.com/science/article/pii/S1359178917301611

Woodrow, C., & Guest, D. E. (2017). Leadership and approaches to the management of workplace bullying. European Journal of Work and Organizational Psychology, 26(2), 221-233. Retrieved from https://www.tandfonline.com/doi/abs/10.1080/1359432X.2016.1243529

Costa, P. L., Passos, A. M., & Bakker, A. B. (2015). Direct and contextual influence of team conflict on team resources, team work engagement, and team performance. Negotiation and Conflict Management Research, 8(4), 211-227. Retrieved from https://onlinelibrary.wiley.com/doi/abs/10.1111/ncmr.12061

Khan, M. L., Langove, N., Shah, F. A., & Javid, M. U. (2015). The Modes of Conflicts and Managerial Leadership Styles of Managers. Global Business & Management Research, 7(2). Retrieved from http://www.gbmrjournal.com/pdf/vol.%207%20no.%202/V7N2-6.pdf

Estévez, R. A., Anderson, C. B., Pizarro, J. C., & Burgman, M. A. (2015). Clarifying values, risk perceptions, and attitudes to resolve or avoid social conflicts in invasive species management. Conservation Biology, 29(1), 19-30. Retrieved from https://conbio.onlinelibrary.wiley.com/doi/abs/10.1111/cobi.12359

Kassymova, G. К., Tokar, O. V., Tashcheva, A. I., Slepukhina, G. V., Gridneva, S. V., Bazhenova, N. G., … & Arpentieva, M. R. (2019). Impact of stress on creative human resources and psychological counseling in crises. International journal of education and information technologies, 13(1), 26-32. Retrieved from https://www.researchgate.net/profile/G_Kassymova/publication/331645870_Impact_of_stress_on_creative_human_resources_and_psychological_counseling_in_crises/links/5c860177299bf1268d4f9b84/Impact-of-stress-on-creative-human-resources-and-psychological-counseling-in-crises.pdf

Bamuhair, S. S., Al Farhan, A. I., Althubaiti, A., Agha, S., ur Rahman, S., & Ibrahim, N. O. (2015). Sources of stress and coping strategies among undergraduate medical students enrolled in a problem-based learning curriculum. depression, 20, 33. Retrieved from http://downloads.hindawi.com/archive/2015/575139.pdf

Get solved or fresh solution on Organization workspace Questions Assignment and many more. 24X7 help, plag free solution. Order online now!