(Original Content only) (300 words per reply) (2 APA scholarly sources) (sources

(Original Content only) (300 words per reply) (2 APA scholarly sources) (sources must have been published within the last 5 years) (in-text citations are a must) (Biblical Integration is a must)
Each reply must be 300 words. Each thread and each reply must include at least 2 scholarly sources (published within the last 5 years) in addition to the course textbook and relevant biblical integration. All citations and references must be in current APA format. Do not repeat the same sources, use of the text or Biblical integration from your former posts.

Must Include Textbook source: Noe, R.A., Hollenbeck, J.R., Gerhart, B., & Wright, P.M. (2023) Human Resource Management: Gaining a Competitive Advantage (13th edition) New York, NY: McGraw-Hill.

Reply to these 2 posts
1. What seems to be the main source of conflict between supervisors, employees, and the HR department?
Conflict can arise in the workplace between supervisors, employees, and the HR department that stems from a variety of sources. These three job positions have distinct responsibilities, priorities, and perspectives that can cause tensions in the workplace. The source of conflict between the groups can be examined through discovering the managing techniques and observing behaviors. One of the primary sources of conflict is the differing interests, objectives, and perspectives of each group. Supervisors are focused on achieving department goals while maintaining productivity to ensure the efficiency of operations. In contrast, employees prioritize their individual needs by emphasizing job satisfaction and work-life balance to ensure motivation in the workplace environment. The HR’s main role is to align these interests by instilling policies that balance the needs of both the organization and the workers. The differing roles of these positions can lead to a conflict of interest, where employees disagree on certain situations or activities conducted.
One common source of tension arises when supervisors seek to enforce company policies or address performance issues with employees. The HR team may disagree with the statements by advocating for employee rights while the supervisors might perceive HR as an obstacle to their management. This clash highlights the delicate balance HR professionals must maintain when serving the organization’s interests and the employees.
Communication can lead to conflict between parties because supervisors may not adequately communicate their expectations to employees. This can lead to misunderstandings that can cause managers to be disappointed or let down by their employees’ performance. Lack of communication can create confusion or frustration when a task is not completed correctly or rules are not clear and transparent. HR can also fail to effectively convey company policies or procedures which can confuse the workers with what is acceptable and appropriate to conduct in the workplace. Fostering open communication between supervisors, the HR department, and employees can ensure that ideas are fully expressed and understood across every division. Implementing open communication practices can “promote well‐mental health status among workers” (Orui & Yasumura, 2019). This can allow for a better workplace environment that increases the productivity and motivation of employees.
Employees may believe their supervisors are showing favoritism or discrimination in the workplace, which can lead to morale issues and conflict. When certain employees are receiving extra benefits or better treatment, this can create tension in the workplace and cause workers to dislike their supervisor. Gender, racial, and religious discrimination are major issues that need to be handled and solved quickly. This is detrimental to a person’s livelihood and can affect the work environment, leading to more conflicts and tensions between departments. HR plays a critical role in promoting fairness and equity by establishing policies that address the concerns expressed by employees. In the 2018 Annual Report of the Employment Equity Act, the Minister of Employment, Workforce Development, and Labor highlighted the ongoing issue of underrepresentation within the labor market. The Minister stated, “Disadvantaged groups, such as women, Aboriginal peoples, and persons with disabilities, continue to face challenges related to underrepresentation” (Nangia & Arora, 2021). Furthermore, the report explains that even though members of visible minorities have made progress, they too “remain underrepresented in specific sectors and occupational groups” (Nangia & Arora, 2021). This information sheds light on the persistent disparities in workforce diversity, which can create conflict between the HR and employees when the HR fails to address these issues.
Individuals with strong religious beliefs can face conflict or challenges when their religious practices and observations clash with their work responsibilities. Religious discrimination can be present in the workplace when supervisors “fail to accommodate” the employee’s religious obligations like redesigning work schedules or altering dress requirements (Hollenbeck et al., 2019, p. 43). The Lord calls us to be strong in our faith and not assimilate to the beliefs and views of the secular world. 2 Timothy 1:8, states, “Therefore do not be ashamed of the testimony about our Lord,” (ESV) which explains the importance of standing by our beliefs and values.
To mitigate and manage these conflicts, organizations must foster an open and collaborative workplace culture. Encouraging clear and effective communication can ensure that supervisors, employees, and HR professionals can express their concerns and perspectives. Training programs can help supervisors understand HR policies which can allow them to consistently and effectively apply these strategies to reduce potential conflict. Organizations can manage these conflicts through various techniques, strategies, and cultures to reduce conflicts and solve them quickly.

2. What is the conflict between supervisors, employees, and the HR department?
Conflicts between managers, staff, and the HR division frequently occur in any kind of workplace for a number of reasons. These disputes may result from miscommunication, misconceptions, and disparities in priorities and objectives. awareness the roots of conflict in the workplace requires an awareness of the dynamic interaction between these three entities. The difference in priorities and viewpoints is a major cause of conflict. Meeting company objectives, increasing productivity, and making sure their teams are managed well are usually the top priorities for supervisors (Werdhiastutie et al., 2020). Delivering results, meeting deadlines, and performance are frequently their top concerns. Conversely, workers typically place a higher value on their health, contentment in their jobs, work-life harmony, and equitable treatment. In order to reconcile the demands of these two groups, the HR department acts as a liaison between them. When these many priorities collide or are seen as being in rivalry with one another, conflicts may result.
Breakdowns in communication can play a major role in conflict. Employees may become confused and frustrated if supervisors fail to properly convey expectations or changes to their team. Furthermore, workers may be reluctant to bring up their problems with managers for fear of backlash or a lack of interest. The HR department may face difficulties in resolving these disputes because of inaccurate or skewed information. Misunderstandings brought about by this lack of open and honest communication can incite animosity and stress between the parties. Differences in how justice and equity are seen can lead to confrontations. Workers may become disengaged and demotivated if they believe their supervisors have treated them unfairly in terms of workload, promotions, or recognition (Noe et al., 2023). Through policies, the HR department is essential to preserving equity and justice inside the company. However, conflicts can arise when these policies are thought to be prejudiced or administered inconsistently. Conflicts in the workplace are also greatly influenced by power dynamics. Supervisors have hierarchical influence over their teams, which can cause employee dissatisfaction if it is abused or seen as harsh (Han & Stieha, 2020). HR’s job is to keep the organization’s power structure in check and to make sure that everyone acts morally, yet divergent views on how authority should be distributed can cause arguments and confrontations.
Ephesians 4:32 say “Be kind and compassionate to one another, forgiving each other, just as God forgave you,” (New International Version Bible, 2023). This passage underscores the value of kindness, compassion, and forgiveness in the context of disputes between managers, staff, and the HR division. As God has done for us, showing grace and forgiveness to others helps promote understanding and reconciliation when resolving disagreements at work. Resolving disagreements within an organization requires a same spirit of empathy and forgiveness as the text exhorts believers to do. Being kind and compassionate to others enables miscommunications to be cleared up and relationships to be repaired. This promotes a positive work atmosphere where people try to understand and assist one another in their respective vocations.