Define power

Power is the capacity of an individual or group to influence others and control resources to achieve
desired outcomes. It stems from various sources, including position, expertise, relationships, and the
ability to reward or punish, shaping organizational behavior and decision-making. Power plays a
crucial role in organizational dynamics, as it determines how authority and influence are distributed
among individuals and groups. It can be classified into different types, such as legitimate, reward,
coercive, expert, and referent power, each affecting employee behavior and organizational
effectiveness. Effective use of power fosters collaboration and productivity, whereas misuse can lead
to conflicts and resistance within the workplace.

Power and Its Types

Power is the ability of an individual or a group to influence the behavior of others to achieve desired
outcomes. It plays a significant role in organizational settings, where it helps in decision-making,
conflict resolution, and leadership effectiveness. Power is not just confined to formal authority but
also arises from expertise, relationships, and access to resources.

Types of Power:

1. Legitimate Power: This type of power comes from an individual’s position in an organization.
Managers, supervisors, and executives hold legitimate power as their authority is recognized
by the organization. Employees comply with their decisions because of their official role.

2. Reward Power: Reward power is derived from the ability to provide incentives, such as
promotions, salary hikes, and recognition. Leaders use rewards to motivate employees and
reinforce positive behavior. However, excessive reliance on rewards can sometimes lead to
decreased intrinsic motivation.

3. Coercive Power: This power is based on the ability to impose sanctions, punishments, or
threats to ensure compliance. It may involve demotions, pay cuts, or disciplinary actions.
While it can enforce discipline, overuse of coercive power can create resentment and a
negative work environment.

4. Expert Power: Expert power is based on an individual’s knowledge, skills, and expertise in a
particular field. Employees and leaders who possess specialized knowledge are often
influential because others rely on their judgment. This type of power is particularly
significant in technical and knowledge-based industries.

5. Referent Power: Referent power stems from an individual's personal qualities, charisma, and
ability to inspire others. Leaders who are admired and respected by their subordinates have
high referent power. It is often associated with transformational leadership, where influence
is based on trust and personal connections.

Importance of Power
Power plays a crucial role in organizational functioning, influencing decision-making, resource
allocation, employee motivation, and workplace stability. It shapes leadership effectiveness and
overall productivity.

Influences Decision-Making – Power determines who holds authority in making critical decisions,
impacting the strategic direction of projects and organizational goals. Leaders with power can drive
changes that align with the company’s vision.

Controls Resource Allocation – Power dictates how essential resources like budget, workforce, and
time are distributed. Effective use of power ensures optimal resource utilization, leading to efficiency
and organizational growth.

Drives Employee Motivation – Leaders with power influence promotions, salary increments, and
employee recognition, encouraging better performance and higher job satisfaction. This fosters a
motivated workforce that strives for excellence.

Maintains Organizational Order – Power ensures adherence to rules, policies, and procedures,
creating stability, discipline, and a structured work environment. It helps in preventing chaos and
maintaining a smooth workflow.

Helps in Conflict Resolution – Power is used to mediate disputes between employees, departments,
or teams, ensuring fair resolutions. Strong leadership authority helps in preventing workplace
conflicts from escalating, promoting harmony.

Affects Organizational Culture – The way power is exercised defines the work environment. A
supportive leadership style fosters collaboration and innovation, whereas an authoritarian approach
may create a rigid and hierarchical culture.

Encourages Productivity – When power is used positively, it streamlines processes, enhances

teamwork, and improves operational efficiency. Effective leadership ensures that employees work
toward organizational goals with clarity and direction.

Power, when exercised effectively, contributes to a structured, motivated, and goal-oriented

workforce, ultimately driving the organization’s success.
Power Tactics in Organizations

Power tactics refer to the strategies individuals use to influence others in an organization. These
tactics help employees and leaders navigate workplace dynamics, gain support, and achieve goals.
The key power tactics used in organizations include:

1. Rational Persuasion – This involves using logical arguments, factual evidence, and data to
convince others. For example, a manager may present market research and financial
projections to justify launching a new product. This tactic is highly effective when dealing
with analytical decision-makers.

2. Inspirational Appeals – This tactic involves appealing to an individual’s values, emotions, or

aspirations to gain their support. A leader might motivate employees by emphasizing how
their work contributes to a greater social cause, fostering commitment and enthusiasm.

3. Consultation – Engaging others in the decision-making process increases their sense of

ownership and support. A team leader who seeks employees' opinions before implementing
a policy ensures greater acceptance and cooperation.

4. Ingratiation – This involves using flattery, compliments, or friendly behavior to make

someone more receptive to a request. An employee may praise their supervisor’s leadership
before asking for a salary raise or flexible work hours.

5. Personal Appeals – This tactic relies on personal relationships and loyalty to gain favor. A
colleague might ask for assistance on a project by reminding a coworker of past favors or
their strong professional relationship.

6. Exchange – Here, an individual offers something in return for compliance. A supervisor might
promise additional leave days in exchange for employees working extra hours on an urgent
project.

7. Coalition Tactics – This involves gathering support from multiple individuals or groups to
influence decisions. Employees may come together to negotiate for better working
conditions, leveraging collective pressure on management.

8. Pressure – This tactic uses threats, demands, or persistent reminders to enforce compliance.
A manager may warn employees of disciplinary action if project deadlines are missed,
ensuring adherence to commitments.

9. Legitimating Tactics – Individuals use rules, policies, or hierarchical authority to justify their
actions or requests. For example, a manager may enforce a formal dress code by citing
company policy, ensuring adherence to organizational standards.

Difference Between Power and Politics

Power and politics are interrelated concepts in organizational behavior but have distinct meanings:

Power refers to the ability to influence or control others. It is derived from authority, expertise, or
access to resources. Power helps individuals make decisions and enforce compliance within an
organization.

Politics refers to the strategies and tactics people use to influence others and gain power. It is often
used to build relationships, gain favors, or shape decisions in one’s favor.

While power focuses on control and authority, politics deals with the informal methods people use
to navigate and influence organizational structures.

Conflict is a disagreement between two or more parties who perceive that their interests, goals, or
actions are incompatible. It arises when one party believes that another is interfering with their
objectives or well-being. Conflict can occur at individual, group, or organizational levels and may
result from differences in values, competition for resources, or communication gaps.

Sources of Conflict

Conflict in organizations arises due to various factors that create disagreements among individuals or
groups. Some key sources of conflict include:

1. Scarcity of Resources
Organizations operate with limited resources such as budgets, office space, and manpower.
When employees or departments compete for these scarce resources, conflicts emerge. For
example, two teams may argue over funding for their respective projects, leading to tension
and rivalry.

2. Interdependence
Many organizational tasks require employees to depend on each other. If one team’s
efficiency is affected by another’s delays or mistakes, conflicts arise. For example, in a
manufacturing company, if the procurement team fails to deliver raw materials on time, the
production team may struggle to meet deadlines, leading to disputes.

3. Incompatible Goals
Different departments often have objectives that may conflict. For example, the sales team
may want to offer customers large discounts to boost sales, while the finance department
may oppose this strategy to maintain profit margins. Such opposing goals create friction
between teams.

4. Incompatible Personalities
Individuals have unique personalities, attitudes, and work styles. Some employees may be
more aggressive, while others are passive or introverted. Personality clashes, such as an
 assertive manager working with a sensitive subordinate, can lead to interpersonal conflicts in
the workplace.

5. Communication Distortions
Miscommunication is a major source of conflict. Poorly conveyed messages,
misunderstandings, or lack of transparency can lead to confusion and disputes. For instance,
if a supervisor gives vague instructions, employees may interpret them differently, leading to
mistakes and frustration.

6. Differences in Values and Beliefs

Employees come from diverse backgrounds with different cultural, religious, and ethical
perspectives. Conflicts arise when values clash. For example, an employee who values
teamwork may struggle to work with someone who prioritizes individual achievements.

7. Status Differences
Hierarchical structures in organizations create power imbalances. When employees feel that
their opinions are ignored by higher authorities, or when managers enforce excessive
control, resentment builds up, leading to conflicts.

8. Jurisdictional Ambiguity
Unclear job roles and overlapping responsibilities cause confusion and disagreements. When
multiple employees believe they are responsible for the same task, or when no one takes
responsibility, conflicts arise due to blame-shifting and lack of accountability.

9. Competition for Recognition and Advancement

Employees strive for promotions, bonuses, and recognition. When multiple individuals
compete for the same opportunity, jealousy and rivalry can lead to workplace conflicts,
especially if favoritism or bias is perceived in promotions.

10. Unrealistic Work Expectations

When employees are expected to meet unattainable targets, stress levels rise, leading to
frustration and conflicts with colleagues or managers. High-pressure environments often
result in burnout and dissatisfaction, further intensifying workplace disputes.

Elements of Conflict

Conflict in an organization consists of three key elements that define its nature and occurrence:

Existence of a Struggle

Conflict arises when there is a struggle between two or more parties due to differences in opinions,
interests, or objectives. This struggle can manifest in various forms, such as disagreements over
decision-making, competition for resources, or interpersonal clashes between employees.

Incompatible Goals
For conflict to exist, the involved parties must have, or perceive that they have, incompatible goals.
This means that one party’s objectives may hinder or contradict the goals of the other. For example,
the marketing team may want to launch a new campaign quickly, while the finance department
prioritizes cost-cutting measures, leading to conflict. Even perceived incompatibility, where
individuals believe their goals cannot be met due to another party’s actions, can create tension.

Interdependence Between Parties

Conflict occurs when individuals or groups are interdependent, meaning their actions affect each
other’s ability to achieve their goals. When one party's performance relies on the cooperation or
efficiency of another, any delays, miscommunication, or lack of coordination can lead to disputes. For
instance, in a project team, if one member fails to complete their assigned tasks on time, it can
disrupt the workflow for the entire team, resulting in frustration and conflict.

Disadvantages of Conflict

While conflict is sometimes necessary for innovation and improvement, excessive or unresolved
conflict can negatively impact individuals and organizations. Some of the major disadvantages of
conflict include:

1. Diverts Attention from Main Issues

When conflicts arise, employees may become more focused on proving their point or
winning the argument rather than addressing the actual problem. This shift in focus can lead
to inefficiency, as individuals expend their energy on personal disputes rather than
organizational goals. As a result, productivity declines, and important tasks may remain
uncompleted.

2. Creating Deadlocks
Intense disagreements can lead to deadlocks, where both parties refuse to cooperate or
compromise. When this happens, projects or decisions may stall, causing delays in important
operations. In organizations, unresolved conflicts between departments can halt workflow,
reduce overall efficiency, and even result in missed opportunities.

3. Leads to Frustration and Stress

Constant conflicts create a stressful work environment, leading to frustration among
employees. When employees experience frequent disagreements, it can impact their
emotional well-being, job satisfaction, and overall morale. Prolonged conflict can also
contribute to burnout, increased absenteeism, and high turnover rates.

4. Reduces Communication
Conflict often leads to a breakdown in communication, as individuals become reluctant to
engage with those they disagree with. In some cases, people may respond aggressively or
 withdraw from discussions altogether. Poor communication disrupts teamwork, making it
difficult for employees to collaborate effectively and achieve organizational goals.

5. Withholding Information
Conflict fosters distrust among employees, leading individuals to withhold important
information. Instead of openly sharing knowledge and insights, employees may intentionally
keep valuable data to themselves, fearing that sharing it may benefit their opponents. This
lack of transparency can hinder decision-making, slow down processes, and reduce overall
efficiency within the organization.

The Conflict Process in an Organization

Conflict in organizations arises when individuals or groups have differing goals, interests, or values
that clash, leading to opposition and tension. Understanding the conflict process helps in managing
and resolving disputes effectively. The conflict process consists of five key stages.

1. Potential Opposition or Incompatibility

This is the stage where conflict has the potential to arise due to certain conditions, but it does not
always lead to actual conflict. The three main factors that can create this potential for conflict are
communication, structure, and personal variables. Miscommunication or unclear instructions can
cause misunderstandings, leading to conflicts between employees or departments. Structural factors
such as unclear job roles, overlapping responsibilities, or interdependent tasks can also create
frustration. Additionally, differences in personalities, values, and work ethics can trigger potential
conflicts among employees.

2. Cognition and Personalization

Conflict only occurs if individuals recognize and feel its presence. Perceived conflict refers to the
awareness of a disagreement, while felt conflict involves an emotional response, such as frustration
or stress. At this stage, the way individuals interpret and react to the conflict determines whether it
escalates or is resolved constructively. If employees feel undervalued, ignored, or unfairly treated,
the conflict may intensify, leading to workplace tensions.

3. Intentions

Intentions refer to how individuals decide to handle the conflict. There are five primary conflict
resolution strategies: competing, collaborating, avoiding, accommodating, and compromising.
Competing occurs when one party prioritizes their needs over others, while collaborating seeks a
solution that benefits all parties. Avoiding means stepping away from the conflict, whereas
accommodating involves giving in to the other party to maintain harmony. Compromising requires
both sides to make concessions to reach an agreement. The approach taken at this stage determines
whether the conflict will be managed effectively or escalate further.
4. Behavior

This stage involves the actions and reactions of individuals during the conflict. Behavior can range
from mild disagreements to aggressive confrontations. Some conflicts may remain minor and be
resolved through discussion, while others may require intervention from supervisors or mediators. If
conflicts are not addressed properly, they can disrupt teamwork and lead to a hostile work
environment. It is essential for organizations to encourage constructive conflict resolution methods
to prevent escalation.

5. Outcomes

The final stage determines whether the conflict results in positive or negative consequences.
Functional conflict can lead to innovation, improved decision-making, and stronger teamwork by
encouraging diverse perspectives. On the other hand, dysfunctional conflict creates stress, weakens
relationships, and reduces productivity. If conflicts are poorly managed, they can cause resentment
and disrupt workflow, affecting overall organizational performance.

Conflict Resolution in the Workplace

Conflict is inevitable in organizations, but effective conflict resolution techniques help maintain a
positive work environment and ensure smooth operations. Several methods are used to resolve
workplace conflicts, ranging from open discussions to structural changes.

1. Problem Solving

Problem-solving involves face-to-face meetings between conflicting parties to openly discuss the
issue and find a mutually beneficial solution. This method fosters direct communication, allowing
both sides to express their concerns and work toward resolving the conflict in a constructive manner.
Encouraging active listening and maintaining a neutral mediator can enhance the effectiveness of this
approach.

2. Superordinate Goals

A superordinate goal is a shared objective that can only be achieved through cooperation. By setting
a common purpose that both parties value, individuals are motivated to work together despite their
differences. For example, if two departments are in conflict over resource allocation, management
can set a unified performance goal that requires collaboration to achieve success.

3. Expansion of Resources

Many workplace conflicts arise due to limited resources such as budget, promotions, office space, or
staff. Expanding these resources can help reduce competition and create a win-win scenario. For
example, if two employees are competing for a leadership role, management can introduce a second
leadership position or redefine responsibilities to accommodate both individuals.

4. Avoidance

Avoidance involves withdrawing from or suppressing the conflict rather than addressing it directly.
While this technique can be useful for minor disputes or temporary de-escalation, it does not
provide a long-term solution. If used frequently, unresolved conflicts may resurface and disrupt
workplace harmony. Avoidance should be employed selectively, mainly in situations where emotions
are running high and a temporary pause can lead to a more rational discussion later.

5. Smoothing

Smoothing focuses on downplaying differences while emphasizing common interests between

conflicting parties. This technique helps maintain workplace relationships by shifting attention to
shared goals and areas of agreement. For example, a manager mediating between two employees
might highlight their past successful collaborations to encourage reconciliation. However, smoothing
should not be used to ignore serious underlying issues that require resolution.

6. Compromise

Compromise requires each party to make concessions to reach a mutually acceptable agreement.
While this technique ensures that neither side "loses" completely, it may also result in both parties
feeling dissatisfied if they have to give up something valuable. Compromise works well when both
sides are willing to negotiate and prioritize collective goals over personal interests.

7. Authoritative Command

In cases where conflicts escalate and disrupt workflow, management may use authoritative
command to impose a decision. This involves leveraging formal authority to resolve disputes and
communicating the final decision to the involved parties. While this method ensures quick
resolution, it may also cause resentment if employees feel their concerns were dismissed. Therefore,
it should be used cautiously and only when necessary to maintain organizational stability.

8. Altering the Human Variable

Altering the human variable involves using behavioral change techniques, such as training programs
and team-building exercises, to modify attitudes and behaviors that contribute to conflict. Providing
conflict management workshops, diversity training, and interpersonal skills development can help
employees handle disagreements more effectively and prevent future conflicts.

9. Altering Structural Variables

Structural changes can also help resolve conflicts by redesigning job roles, adjusting workflows, or
creating new coordination mechanisms. Transferring employees, redefining responsibilities, or
introducing new reporting structures can minimize friction between conflicting individuals or teams.
For instance, if two employees frequently clash due to overlapping responsibilities, management can
clearly define their roles to prevent further disputes.

Conflict Resolution in the Workplace

Conflict resolution in organizations is essential for maintaining a productive and harmonious work
environment. Various techniques can be used to manage and resolve conflicts effectively.
1. Problem Solving: This involves direct discussions between the conflicting parties to identify issues
and find mutually acceptable solutions. Open communication and active listening help address
misunderstandings and foster collaboration.

2. Superordinate Goals: When conflicts arise due to differing priorities, setting a shared goal that
requires cooperation helps align interests. This encourages teamwork and reduces competitive
tensions.

3. Expansion of Resources: Many conflicts stem from resource scarcity. By increasing the availability
of essential resources like budget, promotions, or workforce, organizations can minimize competition
and create a win-win situation.

4. Compromise: Both parties involved in a conflict make concessions to reach a balanced resolution.
This method ensures fairness but may not always provide the most satisfying outcome for all parties.

5. Authoritative Command: In situations where quick resolution is necessary, management may use
its formal authority to enforce decisions. While effective in maintaining order, this approach can
sometimes cause dissatisfaction among employees.

Conflict

Conflict is a disagreement between two or more parties—individuals, groups, or organizations—who

perceive their goals, interests, or values as incompatible. It arises when one party's actions interfere
with another’s objectives. Conflict can be constructive, leading to innovation and better decision-
making, or destructive, causing stress and reduced efficiency.

Elements of Conflict

The first element of conflict is the presence of a struggle or disagreement between individuals or
groups. This struggle may be based on differences in goals, needs, or interests. Secondly, conflict
arises when parties perceive their objectives as incompatible, meaning that one’s success appears to
hinder the other. Lastly, conflict requires interdependence between the involved parties, as their
actions affect each other’s outcomes.

Sources of Conflict

Conflict in organizations can stem from various sources. One major cause is scarcity of resources,
where limited availability of money, promotions, or workspace leads to competition.
Interdependence in tasks is another factor—when employees rely on each other, any inefficiency or
delay can create friction. Incompatible goals can also trigger conflict, as different teams may have
conflicting priorities, such as cost-cutting versus customer satisfaction.

Incompatible personalities contribute to conflict when individuals with different working styles or
temperaments struggle to collaborate. Communication distortions, such as misinterpretations or lack
of clarity, often escalate conflicts. Differences in values can also be a source of conflict, especially
when employees hold divergent ethical beliefs or cultural perspectives. Status differences within
hierarchical structures may create tensions between subordinates and superiors. Finally,
jurisdictional ambiguity, where roles and responsibilities are unclear, can lead to disputes over
authority and accountability.

Process of Conflict

The conflict process consists of five stages. The first stage, Potential Opposition or Incompatibility,
involves factors like miscommunication, structural issues, or role conflicts that create the possibility
of conflict. However, these conditions alone do not always lead to conflict.

The second stage, Cognition and Personalization, occurs when individuals recognize the conflict and
begin to experience emotional reactions. Perceived conflict refers to an awareness of the
disagreement, while felt conflict involves emotional responses like frustration or anger.

The third stage, Intentions, involves deciding how to respond to the conflict. There are five conflict-
handling styles: competing, where one prioritizes their needs over others; collaborating, where
parties seek a mutually beneficial solution; avoiding, where conflict is ignored; accommodating,
where one party yields to maintain harmony; and compromising, where both parties make
concessions to resolve the dispute.

The fourth stage, Behavior, is when the conflict becomes visible. It can range from minor
disagreements to aggressive confrontations. Finally, the fifth stage, Outcomes, determines whether
the conflict was productive or harmful. Functional outcomes can lead to better decision-making and
creative solutions, whereas dysfunctional outcomes can cause stress, hostility, and reduced
teamwork.

Disadvantages of Conflict

Conflict has several drawbacks when not managed effectively. It diverts attention from main issues,
as employees focus on personal disputes rather than organizational goals. It can also create
deadlocks, where neither side is willing to compromise, leading to stagnation. Frustration and stress
are common outcomes of unresolved conflicts, negatively affecting employee well-being. Conflict
often reduces communication, making people hesitant to express their views or causing them to
respond aggressively. Furthermore, employees may start withholding information, leading to
mistrust and inefficiencies in decision-making.

Conflict Resolution Techniques

Organizations use several techniques to resolve conflicts. Problem-solving involves direct discussions
to identify the root cause and reach an agreement. Superordinate goals encourage cooperation by
setting common objectives that all parties must work together to achieve. Expansion of resources
helps when conflicts arise due to limited availability of rewards or opportunities.

Other techniques include avoidance, where conflict is ignored to prevent escalation, and smoothing,
which emphasizes common interests while minimizing differences. Compromise requires both sides
to make concessions to reach a middle ground. Authoritative command involves management
enforcing a decision to resolve the dispute. Additionally, altering human variables through training
and behavioral changes can prevent conflicts, while altering structural variables like job roles or
communication channels can address recurring issues.

What is Grievance?

A grievance is a formal complaint raised by an employee when they feel dissatisfied with certain
aspects of their employment. It arises when an employee perceives unfair treatment, violation of
workplace policies, or issues related to wages, working conditions, promotions, or interpersonal
conflicts. Grievances can negatively impact employee morale and productivity if left unresolved.
Organizations typically have structured grievance handling procedures to address complaints fairly
and maintain a healthy work environment.

Causes of Grievance

Grievances in the workplace arise when employees feel dissatisfied due to unfair treatment,
unfavorable conditions, or poor management practices. These grievances can be categorized into
three main sources: working conditions, management policies, and personal maladjustment.

Grievances Related to Working Conditions

One major cause of grievances is lack of job specification, where employees experience confusion
due to unclear roles and responsibilities. This leads to misunderstandings and inefficiencies in work
execution. Changes in schedules or procedures without prior notice can also create frustration, as
employees may struggle to adapt to new routines without proper communication.

Poor working facilities, such as inadequate tools, outdated machinery, or insufficient resources, can
hinder job performance and increase employee dissatisfaction. Similarly, an unsafe or unhygienic
working environment can negatively impact employee well-being, leading to reduced productivity
and increased absenteeism. Tight production standards, where unrealistic targets are imposed
without considering employee workload capacity, can increase pressure, stress, and burnout.
Furthermore, a poor relationship between employer and employees, characterized by a lack of
trust, communication, or recognition, can create a hostile work environment, reducing job
satisfaction.

Grievances Related to Management Policy

Unfair remuneration is one of the most common sources of grievances. If employees perceive wage
structures, job rates, or salary increments as unfair compared to industry standards, dissatisfaction
arises. Leave and overtime policies can also be a source of conflict if employees feel denied rightful
benefits or if policies are inconsistent with labor laws.

Grievances often emerge from promotion policies, especially when employees perceive favoritism,
lack of transparency, or unfair evaluation in career advancement opportunities. Similarly, transfers
that are frequent, unjustified, or do not consider employees’ family situations may create
resentment and dissatisfaction. Additionally, disciplinary actions that are perceived as harsh, biased,
or not clearly communicated can lead to feelings of victimization among employees.
Grievances Due to Personal Maladjustment

Some grievances stem from an employee’s personal maladjustment, where an individual struggles
to adapt to their job role, work environment, or organizational culture. These grievances may not
necessarily be caused by external factors but rather by an employee’s inability to cope with
workplace demands, interpersonal relationships, or stress

Causes of Grievance

Employee grievances arise due to dissatisfaction with various aspects of work, broadly categorized
into working conditions, management policies, and personal maladjustment.

1. Working Conditions: Unclear job specifications can create confusion and inefficiency. Sudden
changes in schedules or procedures without prior notice disrupt employees' routines. Poor working
facilities and unsafe or uncomfortable environments negatively impact productivity and well-being.
Strict production standards that do not consider employee capacity lead to stress and burnout.
Additionally, poor employer-employee relationships, marked by a lack of communication or trust,
can create workplace tension.

2. Management Policies: Unfair wages, job rates, and remuneration create dissatisfaction, especially
if they are below industry standards. Leave and overtime policies that are unclear or inconsistently
applied can frustrate employees. Promotions and transfers may cause grievances if perceived as
biased or unfair. Disciplinary actions that seem harsh or arbitrary can lead to resentment and
reduced morale.

3. Personal Maladjustment: Some grievances arise due to an employee’s inability to adapt to the
work environment, job role, or interpersonal relationships. This may lead to dissatisfaction, stress, or
performance issues.