Industrial Conflict and Its Expressions

Workplace conflict can take various forms, though only the most visible forms such as strikes, labour turnover and absenteeism have received attention. Unconventional forms such as sabotage, pilferage and disruption have, by and large, been neglected. In its analysis here offers a novel behavioural framework which includes the actors, their behavioural strategies and the motives behind their choices of action. Concludes that, for managers as leaders, it is vital to gain a better understanding of workplace conflict, its varied conventional and unconventional expressions and its management. This can only be made possible if the role of the people, as choice makers, when choosing from among the options open to them for expressing discontent, is understood.