Content uploaded by Erduan Valdes
Author content
All content in this area was uploaded by Erduan Valdes on Oct 21, 2023
Content may be subject to copyright.
1
Workplace Conflicts, Causes, and Intervention
Erduan Valdes
University of Maine Presque Isle
OLS 5000
Research Method: Data Driven
Program: M.A. Organizational leadership
11/03/2022
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 2
Table of Contents
1. Introduc,on .....................................................................................................................................3
1. Research Background and Problem Statement ..................................................................................3
2. Research Objec,ves ............................................................................................................................4
3. Research Ques,ons ............................................................................................................................4
2. Literature Review .............................................................................................................................5
2.1.Introduc,on .................................................................................................................................5
2.2.Defini,on of Workplace Conflicts ................................................................................................5
2.3.Causes of Workplace Conflicts .....................................................................................................7
2.4.Cultural Differences and Workplace Conflicts ..............................................................................8
2.5.Role of Inclusive Policies ............................................................................................................10
2.4.Sta,s,cs .....................................................................................................................................13
2.4.Interven,on ...............................................................................................................................14
2.5.Diversity in Culture to Achieve Organiza,onal Goals .................................................................16
3. Conclusion ......................................................................................................................................17
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 3
Workplace Conflicts, Causes, and Intervention
1. Introduction
1. Research Background and Problem Statement
Organizational conflicts are common but do not have to be destructive forces. With the
right policies in place, organizations can manage conflicts in a way that leads to positive
outcomes (Adeoye & Hope, 2020). Unfortunately, cultural differences at the workplace can lead
to battle lines being drawn abruptly and quickly escalating into conflicts pitting employees who
previously thought they were in the trenches against each other as friendships turn into enmity.
One of the leading causes of workplace cultural conflicts is unconscious bias, which results from
unintended learned stereotypes that every employee is unaware they possess (Tompos &
Ablonczy-Mihályka, 2018).
Another reason is a lack of social intelligence, which refers to the ability of an employee
to identify and negotiate the multiple social dynamics in their workplace (Chaudhary & Yadav,
2018). The third cause is pre-existing mindsets which are the different perceptions of conflict and
experiences that each employee has based on their lived experiences (Chaudhary & Yadav,
2018). Wynen et al. (2019) discuss the effects of employee turnover on organizational
productivity. It leads to the failure to meet the company goals and objectives due to insufficient
staffing. The limited staff may experience burnout and fatigue due to overwhelming
responsibilities, leading to the inability to achieve the targets. The loss of talented employees
negatively impacts the organization's ability to make critical decisions, leading to inefficiencies
and delays in implementing important projects (Aguinis et al., 2022).
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 4
In-groups and out-groups are another cause of workplace cultural conflicts, as employees
may tend to group around political beliefs, gender, and race (Chaudhary & Yadav, 2018). Those
represent just some of the causes of workplace conflict that result from cultural differences.
However, it is essential to note that workplace cultural differences must be addressed, managed,
avoided, and resolved with proper interventions if organizations have positive work
environments where all employees from diverse cultural backgrounds can thrive (Alison &
Udith, 2020).
2. Research Objectives
The study's primary goal is to conduct a literature review that will extensively investigate
the most common causes of workplace conflict resulting from cultural differences and some
interventions that can be used to address, manage, avoid, and resolve them. The literature review
is conducted according to the following objectives: presenting the appropriate keywords that
characterize cultural conflict in the workplace and their definitions using existing published
literature.
Secondly, statistics on workplace cultural conflicts deduced from existing literature will
be presented. The third will be a presentation on the most common causes of competition in the
workplace resulting from cultural differences. Lastly, interventions obtained from existing
literature on addressing, managing, avoiding, and resolving workplace cultural conflicts will be
presented. Cultural conflicts create adverse workplace environments that hamper employees'
productivity; organizations must put in place measures to mitigate the risk of such disputes at the
workplace.
3. Research Questions
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 5
RQ1: Based on a literature review, what is the most common cause of workplace conflict
due to cultural differences and how can the conflict be addressed, managed, avoided, and
resolved?
RQ2: From among the effects or impacts of workplace conflict due to cultural
differences, what is the most challenging and pressing for organizations? Would the principle or
philosophy of advocating diversity in culture be counterproductive to attaining organizational
goals?
2. Literature Review
2.1.Introduction
Workplace conflict is a common phenomenon in today's organizations. While some
degree of conflict is unavoidable and can lead to constructive outcomes, too much conflict can be
detrimental to organizational performance (David, 2019). Regarding workplace conflict, cultural
differences can often be the root cause. While some degree of conflict is inevitable, it can often
be managed and resolved with the right interventions (Di Stasio et al., 2021). In the It literature
review, we will investigate the most common causes of workplace conflict resulting from
cultural differences and explore some interventions that can be used to address, manage, avoid,
and resolve them. We will start by looking at the types of workplace conflict that can arise from
cultural differences. We will then explore some of the common interventions that are used to
manage and resolve such conflicts. Finally, we will offer some recommendations on how to
avoid and resolve workplace conflicts in the future.
2.2.Definition of Workplace Conflicts
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 6
Conflicts in the workplace are nothing new. They are bound to happen sometimes,
especially with a diverse workforce. Workplace conflicts can arise for several reasons, but they
usually come down to differences in values and beliefs and communication problems. When it
comes to values and beliefs, people tend to hold onto them quite firmly (Elia et al., 2019). As a
result, it can make it difficult. For example, if you have a very religious employee, they may
have a hard time understanding why someone who isn't religious would want to work on
Sundays (Hebl et al., 2020). Similarly, someone driven by money may not understand why
someone else would be content with a lower salary if they enjoyed their job.
Communication problems can also lead to conflict in the workplace. Miscommunication
is often the root of many arguments and disagreements. It can happen when there is a language
barrier, or people are not on the same page about expectations or objectives (Keshet & Popper-
Giveon, 2018). Additionally, communication problems can occur when people are afraid to speak
up or feel their voices are not heard. One of the main reasons organizations have so much
conflict is because of task interdependencies. When tasks are interdependent, one job cannot be
completed without the other being completed first (Kuhn & Yu, 2021). It can often lead to
conflict because people may feel like they are waiting on others or that others are not working as
hard as they should be.
Task interdependencies can also create a feeling of competition between employees, as
everyone is trying to complete their tasks while also depending on others. It can often lead to
tension and frustration, eventually turning into full-blown conflict (Livingston, 2020). There are
often status inconsistencies within organizations. For example, a highly respected person in their
field may be given a lower status within the organization than someone with less experience
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 7
(Middlemiss, 2018). It can lead to conflict as people jockey for positions and try to establish their
authority.
2.3.Causes of Workplace Conflicts
Workplace conflict is often the result of cultural differences. The most common cause of
workplace conflict is communication problems. Communication problems can arise when people
from different cultures communicate differently. For example, people from different cultures
may have different ways of speaking, writing, and body language (Rakhra, 2018). Interventions
that can be used to address, manage, avoid, and resolve workplace conflict include
communication issues.
The leading causes of workplace conflict are communication problems, differing goals
and objectives, and personal differences. Communication problems can arise when there is a lack
of communication or poor communication. Different plans and purposes can lead to conflict
when employees work towards different goals or have other ideas about achieving those goals
(Stephens et al., 2020). Finally, personal differences can cause friction when employees have
different personalities that clash or have different values and beliefs.
When employees have different values and beliefs, it can lead to conflict. For example, if
one employee is religious and another is not, they may clash over the company's policies or how
to treat customers. In addition, employees with different personalities can often butt heads. For
example, if one employee is very outgoing and another is introverted, they may not see eye to
eye on how to interact with customers or coworkers. Personal differences are perhaps the most
common cause of workplace conflict (Wynen et al., 2019). We all have different personalities,
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 8
values, and ways of doing things, and these can sometimes clash with those of our colleagues. If
left unchecked, these differences can lead to tension and arguments.
When employees are competing for limited resources, it can lead to conflict. For
example, if only a few parking spots are available and multiple employees need to park in the lot,
they may argue over who gets to park there. Job-related issues can also be a source of conflict in
the workplace (Yun et al., 2020). For example, disagreement about who is responsible for a
particular task or how tasks should be completed can quickly escalate into a full-blown
argument. Organizational factors such as changes in company policy or restructuring can also
lead to conflict, as employees may feel that their jobs are under threat or that they are being
asked to do more work for less pay (Adeoye & Hope, 2020).
There are many potential secondary causes of workplace conflict resulting from cultural
differences. Some of the most common include the lack of understanding or awareness of
cultural differences, stereotyping or prejudice against people from other cultures, different values
and beliefs regarding work, time management, communication, and diverse expectations or
standards in terms of dress, behavior, work ethic (Aguinis et al., 2022). With the increasingly
globalized workforce, it's more important than ever for employers to be aware of the potential for
cultural clashes and how to deal with them. Some common causes of workplace conflict
stemming from cultural differences include different expectations around work hours and
schedules, different communication styles, different ways of dealing with conflict, and diverse
approaches to teamwork (Alison & Judith, 2020).
2.4.Cultural Differences and Workplace Conflicts
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 9
Di Staviso et al., (2021) discusses the role of religious discrimination against employees
in organizational conflict. Diverse workplaces may contain individuals from different religious
denominations, including Hindus, Muslims, pagans, and Christians. In this regard, discriminating
against the minority religion regarding the promotion and allocation of tasks or roles may lead to
resistance that eventually translates to conflict and resistance. (Hebl et al., 2020). discuss
workplace discrimination as a cause of conflict between persons of different cultures. The
authors acknowledge that modern workplaces are becoming increasingly diverse due to
globalization. Cultural differences often impair communication between employees, leading to
misunderstandings and unclear instructions for various projects. Besides, different interpretations
of non-verbal cues across different cultures may lead to conflict.
Keshet & Popper-Giveon (2018) discuss the relationship between ethnic discrimination
and organizational conflict. According to the authors, ethnic minorities like African Americans
continue to face severe discrimination across most workplaces. As a result, they have minimal
chances of getting promotions and are at higher risk of being fired than their white counterparts.
Furthermore, unfair treatment can motivate interpersonal conflicts between the ethnic minority
and majority employees.
Kuhn & Yu (2021) discusses the effects of employee turnover on workforce morale and
recruitment costs. The recruitment costs can be overwhelming for some organizations that have
experienced significant turnover. Turnover implies that the organization has to hire and train new
employees, pay them higher salaries, and pay the recruitment agencies. Also, turnover may
demoralize the remaining employees and lead to additional turnover.
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 10
David (2019) added that organizational conflict could also arise from jurisdictional
ambiguities. When the lines of authority are unclear, individuals may hesitate to make decisions
for fear of overstepping their bounds. It can lead to a stall in decision-making as individuals wait
for someone else to take charge. In addition, individuals may become territorial and try to protect
their turf, which can further exacerbate conflict. A group of scholars discussed that organizations
often have conflicts because they depend on a shared resource pool (Di Stasio et al., 2021). It can
be a problem when the resources are limited, and there is competition for them. For example, if
there is only one printer in the office, people may fight over who gets to use it. Another reason
dependence on a shared resource pool can cause conflict is that it can create a feeling of
inequality. If some people have access to more resources than others, they may feel like they are
better off than their colleagues. It can lead to tension and resentment.
There are several reasons why conflict arises in organizations, but one of the leading
causes is the lack of expected performance standards. When employees are not working towards
the same goals, it can lead to frustration and resentment. Without common performance
standards, it can be challenging to measure success or failure (Elia et al., 2019). It can lead to
tension and competition among employees, as everyone strives to be the best. It can also create a
feeling of insecurity, as people are constantly worried about being judged by their peers. On the
other hand, common performance standards provide a sense of purpose and unity within an
organization (Hebl et al., 2020). They help employees focus on the task and work together
towards a common goal. Setting standards also makes it easier to identify areas where
improvement is needed.
2.5. Role of Inclusive Policies
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 11
Aguinis et al. (2022) discuss inclusive policies' benefits in addressing workplace conflict.
However, the scholars reiterate that most organizations unintentionally mistake implementing
discriminatory procedures and policies. For instance, performance reviews may involve
questions designed in ways that favor a specific ethnicity and gender. In this regard,
organizations should create policies that use clear language and examine performance based on
facts.
Livingston (2020) discusses the benefits of educating employees about discrimination to
mitigate conflicts linked to cultural differences. According to the authors, educating employees
helps eliminate bias by ensuring everyone understands how to behave to create a safe and
inclusive environment for colleagues. Methods of educating employees include conducting in-
house or webinars training and hosting panels led by experts.
Middlemiss (2018) added that at the primary level, employees' thoughts regarding the
meaning of office casual, smart casual, or business casual might not match the organization's
interpretation. In addition, employees may be confused about the different standards for women
and men in the dress code. They may wonder whether requirements or restrictions that apply to
one gender could be discriminatory. The authors have proposed two critical solutions to such
conflicts; updating the dress code or standards appropriately, defining the terms, and giving
relevant examples of acceptable dressing within the workplace.
Stephens et al. (2020) said the role of diversity audits in addressing workplace
discrimination. It examines the organization's procedures, practices, and policies that affect
employees. Employers should examine prejudice and explicit bias in promotion methods, salary
decisions, decision-making processes, and performance reviews. The article recommends the
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 12
inclusion of all stakeholders in the audit to ensure all parties become part of the problem-solving
panel from the beginning.
Adeoye & Hope (2020) discusses the importance of an inclusive organizational culture in
promoting employee retention. According to the authors, people tend to stay longer where they
feel valued and respected despite their differences. Also, diversity considers individual needs due
to the immense understanding that people have different strengths, conditions, and challenges.
For instance, the management may adjust the organizational policies to accommodate persons
with different cultural needs. As a result, such individuals are less likely to quit the organization.
Inclusive policies consider the needs of all members of an organization, including those
with disabilities, minority groups, and other vulnerable groups. Organisations with inclusive
policies are more likely to be able to identify and resolve conflicts early on before they escalate.
Inclusive policies can help to create a culture of respect and understanding within an
organization, where employees feel comfortable speaking up about problems or disagreements
(Keshet & Popper-Giveon, 2018). Organizations that do not have inclusive policies are more
likely to see conflict arise from misunderstandings or different perspectives on issues. It can lead
to a hostile working environment and a lack of trust between employees (Kuhn & Yu, 2021).
Inclusivity is, therefore, essential for maintaining a positive and productive workplace.
Inclusive policies play an essential role in managing organizational conflicts. Inclusive
policies are designed to promote fairness and equality within an organization. When applied in
managing conflict, inclusive policies can help create a more level playing field, where all parties
in a row feel that they have a fair chance of having their voices heard and their concerns
addressed (Livingston, 2020).
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 13
Middlemiss (2018) added that inclusive policies could help prevent or resolve conflict by
promoting communication and understanding between different organizational groups. For
example, if there is a conflict between two employees who belong to other cultural groups, an
inclusive policy that encourages communication and understanding between these groups can
help to prevent or resolve the dispute.
In addition to preventing and resolving conflict, inclusive policies can also provide other
benefits for organizations. For example, Wynen et al. (2019) said that inclusive policies could
help organizations attract and retain talent and improve morale and employee engagement. In
addition, inclusive policies can also help organizations project a positive image to the outside
world, boosting reputation and business success.
2.4.Statistics
A study of 500 businesses found that workplace conflicts cost companies an average of
$2400 per employee yearly in terms of lost productivity, missed deadlines, and increased
absenteeism. Additionally, 69% of respondents said they had experienced some form of conflict
at work in the past year, with 23% saying they encountered it every week (Yun et al., 2020).
While conflicts are an inevitable part of working near others, there are several strategies that
businesses can implement to help reduce their frequency and severity. One such method is
training employees in conflict resolution skills. In a study of 100 employees who underwent
conflict resolution training, it was found that the activity decreased the number of reported
disputes by 41% and resulted in savings of $9000 per person over the course of one year
(Adeoye & Hope, 2020).
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 14
Workplace conflicts are a common occurrence in today's businesses. A recent survey by
the Society for Human Resource Management found that nearly one-third of employees have
experienced some form of conflict at work in the past year. While some conflict is unavoidable,
it can often lead to decreased productivity, absenteeism, and turnover. The cost of unresolved
conflict in the workplace is estimated to be $359 billion annually in the United States alone
(Aguinis et al., 2022). Several interventions can help reduce workplace conflict and its negative
impact on businesses. These include training employees on conflict resolution skills, establishing
clear policies and procedures for handling conflict, and providing mediation services (David,
2019).
With the proper intervention, workplace conflicts can be managed effectively and
prevented from escalating into more significant problems. Many statistics show how workplace
conflicts can lead to negative consequences for businesses. The Society for Human Resource
Management study found that 74% of employees have experienced some form of workplace
conflict (Di Stasio et al., 2021). Of those surveyed, 22% said they had left a job because of
competition. The costs of workplace conflict are also high. The study found that the average
price of resolving a workplace conflict is $15,000 (Elia et al., 2019).
Workplace conflict can also lead to safety concerns. A study by the National Institute for
Occupational Safety and Health found that almost half of all workers involved in a workplace
conflict said the conflict made them feel less safe at work. Workplace conflict is a serious issue
that can have far-reaching consequences. Businesses must be aware of the risks and take steps to
prevent and resolve conflicts before escalating (Kuhn, 2021).
2.4.Intervention
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 15
There are several ways to prevent or resolve workplace conflict. One way is to improve
communication between employees. It can be done by creating clear communication channels or
training employees in practical communication skills. Another way to prevent or resolve
workplace conflict is to align employees' goals and objectives (Middlemiss, 2018). It can be
done by setting clear expectations for employees or providing them with the resources they need
to achieve their goals. Finally, personal differences can be addressed by fostering a workplace
culture of respect and understanding. It can be achieved by providing training on intercultural
communication and developing policies and procedures that encourage clear and effective
communication between employees from different cultures (Rakhra, 2018).
Workplace conflict is an inevitable reality in any organization. Whether it's between
employees, between managers and employees, or even between different departments, conflict
happens. While some conflict can be healthy for an organization (it can lead to creativity and
better decision-making), too much conflict can be detrimental to productivity and morale.
Therefore, when workplace conflict escalates and becomes disruptive, it is essential to intervene
early and effectively (Adeoye & Hope, 2020).
Increased understanding and awareness can be achieved by increasing cross-cultural
interaction and collaboration, as well as through education and training on cultural differences.
Flexible working arrangements involve flexible hours, work-from-home structures, and childcare
facilities. These arrangements can help to reduce stress and increase satisfaction among
employees from different cultures (Aguinis et al., 2022).
Interventions that can help address, manage, avoid, and resolve these types of conflicts
include providing training on cultural awareness and sensitivity, encouraging employees to share
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 16
their culture and traditions with others in the workplace, promoting open communication and
collaboration among employees, and creating policies and procedures that take into account
different cultural norms and values (Alison & Judith, 2020).
Elia et al. (2020) discuss the benefits of cultural diversity in enhancing or inspiring
innovation and creativity. According to the authors, cultural influences influence how individuals
see the work. For instance, various perspectives and wide-ranging or professional experiences in
international teams can provide new viewpoints that inspire employees to be creative and
innovative. It helps organizations solve emerging problems and fulfill customer needs. (Rakhra
2018) said that the range of expertise, working method, and experience a diverse workforce
provides enhances problem-solving and improves productivity. Organizations that are inclusive
and diverse are often more productive and happier.
2.5.Diversity in Culture to Achieve Organizational Goals
Yun et al. (2020) discuss the role of workplace cultural diversity in professional and
personal growth within an organization. Culturally diverse and inclusive businesses often attract
ambitious and talented professionals who appreciate professional and personal growth
opportunities. In addition, it exposes employees to new sets of skills that help improve individual
productivity.
There are ways to mitigate the effects of task interdependencies and prevent them from
causing too much conflict. One way is to make sure that tasks are not too interdependent. If
possible, try to break up tasks so they can be completed independently. Another way to mitigate
the effects of task interdependencies is that communication is vital in any organization, but it is
essential when task interdependence is high (Di Stasio et al., 2021). Employees need to be able
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 17
to communicate with each other openly and honestly to avoid misunderstandings and
miscommunication.
One recommendation for creating inclusive policies that effectively manage
organizational conflict is encouraging open communication. Employees should feel comfortable
speaking up about their ideas, concerns, and disagreements (Elia et al., 2019). Businesses need to
create an environment where different points of view are welcome and encouraged. Conflict can
be productive if it leads to new ideas and solutions (Keshet & Popper-Giveon, 2018). Businesses
need to encourage employees to work together to solve problems creatively. Employees should
know what is expected of them when managing conflict (Rakhra, 2018). Finally, businesses must
ensure that their policy outlines the consequences of not following the guidelines.
3. Conclusion
Workplace conflict is inevitable. Whether it is a difference in opinion or a personality
clash, we've all had to deal with it at some point. While some conflicts can be healthy and lead to
productive dialogue, too much can lead to a toxic work environment. That is why knowing how
to identify and deal with workplace conflict constructively is essential. An effective strategy is
establishing ground rules for how employees should interact with one another. It might include
setting expectations for respectful communication, encouraging employees to give feedback
directly to one another rather than resorting to gossip or rumour-mongering, and establishing a
process for addressing grievances. When these guidelines are in place, employees are more likely
to feel comfortable bringing up issues with one another and are less likely to let minor
disagreements fester into more significant problems.
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 18
Whether it's a personality clash with a coworker or a disagreement about work tasks,
conflict is something that all of us have to deal with at one point or another. While conflict can
be challenging, it is essential to remember that not all conflict is destructive. Some experts
believe that conflict is necessary for a healthy workplace. But, of course, It doesn't mean that all
workplace conflict should be encouraged. Certain types of conflict can be destructive and
harmful to individuals and the workplace.
Several factors can contribute to workplace conflict, including job satisfaction, workload,
and communication style. But regardless of the cause, employers need to be aware of the
potential consequences and take steps to intervene when conflicts arise. Mediation is where an
impartial third party (such as a mediator) is brought in to help facilitate communication and
resolution between the parties involved in the conflict. Conciliation involves both parties in the
conflict agreeing to meet and discuss their issues to reach a mutually satisfactory solution.
Another option is to take a more disciplinary approach. It could involve speaking with
each party involved in the conflict individually and then developing a plan of action that
everyone agrees to. For example, it could include taking turns speaking during meetings or
avoiding specific topics that tend to cause disagreements.
References
Adeoye, A. O., & Hope, O. (2020). Organizational culture, employee retention, and employee
loyalty: Empirical evidence from nigeria. Academic Journal of Economic Studies, 6(3),
139-146.
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 19
Aguinis, H., Jensen, S. H., & Kraus, S. (2022). Policy implications of organizational behavior
and human resource management research. Academy of management
perspectives, 36(3), 857-878.
Alison, M., & Judith, K. (2020). Handbook of workplace diversity.
David, A. (2019). Cultural Diversity at Work: The effects of diversity perspectives on work
group process and outcomes.
Di Stasio, V., Lancee, B., Veit, S., & Yemane, R. (2021). Muslim by default or religious
discrimination? Results from a cross-national field experiment on hiring
discrimination. Journal of Ethnic and Migration Studies, 47(6), 1305-1326.
Elia, S., Petruzzelli, A. M., & Piscitello, L. (2019). The impact of cultural diversity on innovation
performance of MNC subsidiaries in strategic alliances. Journal of Business
Research, 98, 204-213.
Hebl, M., Cheng, S. K., & Ng, L. C. (2020). Modern discrimination in organizations. Annual
Review of Organizational Psychology and Organizational Behavior, 7, 257-282.
Keshet, Y., & Popper-Giveon, A. (2018). Race-based experiences of ethnic minority health
professionals: Arab physicians and nurses in Israeli public healthcare
organizations. Ethnicity & Health, 23(4), 442-459.
Kuhn, P., & Yu, L. (2021). How costly is turnover? Evidence from retail. Journal of Labor
Economics, 39(2), 461-496.
Livingston, R. (2020). How to promote racial equity in the workplace. Harvard Business
Review, 98(5), 64-72.
WORKPLACE CONFLICTS, CAUSES, AND INTERVENTION 20
Middlemiss, S. (2018). Not what to wear? Employers' liability for dress codes? International
Journal of Discrimination and the Law, 18(1), 40-51.
Rakhra, H. K. (2018). Impact of workplace diversity on the performance of the
organizations. ZENITH International Journal of Multidisciplinary Research, 8(4), 1-8.
Stephens, N., Rivera, L., & Townsend, S. (2020). What works to increase diversity? A multi-level
approach. Research in Organizational Behavior, 1-51.
Wynen, J., Van Dooren, W., Mattijs, J., & Deschamps, C. (2019). Linking turnover to
organizational performance: the role of process conformance. Public Management
Review, 21(5), 669-685.
Yun, J. J., Zhao, X., Jung, K., & Yigitcanlar, T. (2020). The culture for open innovation
dynamics. Sustainability, 12(12), 5076.
