Organisational conflict and misbehaviour both disrupt workplace harmony, but they differ fundamentally in scale, motivation, and appropriate managerial responses, distinctions that are especially critical in a post‑merger public‑sector environment.
Organisational Conflict
Organisational conflict arises when staff groups collectively object to management on systemic issues such as pay terms, deployment of resources, or working practices (ACAS 2023). They typically represent underlying structure tensions and are typically mobilised through official channels of employee representation trade unions, staff forums, or joint consultative committees. Common types are:
- Strikes: Total or partial withdrawal of work sanctioned by a union in order to exert pressure on management.
- Work to Rule: Employees adhere to all rules and procedures strictly in an effort to lower productivity without refusing to work.
- Protests and Picketing: Public demonstrations that may block access to workplaces or attract media attention.
These strategies attempt to leverage the collective bargaining power, with management being pulled into negotiations or mediation. For example, following announcements of budget cuts in a consolidated public sector ministry, an entrenched union can ballot members for a one-day strike to secure assurances of job security. Organisational conflict signals breakdown in communication at structural levels and requires interventions such as facilitated bargaining, application of a neutral third party (e.g., ACAS conciliation), or sometimes arbitration to obtain binding arrangements.
Misbehaviour
On the other hand, misbehaviour encompasses personal behaviour that is against organisational norms and policy without mutual support. Driven by personal grievance, perceived injustice, or opportunism, these actions are:
- Tardiness and Absenteeism: Frequent unexplained absence or late arrival as a form of silent protest.
- Theft or Sabotage: Intentionally damaging equipment or stealing materials to express resentment.
- Gossip and Rumour Mongering: Spreading unsubstantiated information that discredits co-workers or management integrity (Ackroyd & Thompson 2022).
- Cyber Loafing: Personal use of the internet by employees at work, reducing the productivity of workers.
Misbehaviour is also distinct from structured conflict since it is discontinuous, clandestine, and harder to uncover until it begins to affect team performance or morale. For instance, one disgruntled employee who refuses to share critical information can threaten an entire project, whereas a union organized activity is anticipated and addressed through formalised avenues.
Implications for Management
Distinction between these phenomena is key to facilitating targeted interventions. Misbehaviour requires individual level interventions: unambiguous expectations of conduct, immediate investigation, positive feedback, and, if necessary, disciplinary action in line with the ACAS Code of Practice on disciplinary and grievance procedure. Organisational conflict, however, requires collective approaches, formally defined dialogue forums, and openly conducted processes of change.
Early misbehaviour differentiation and conflict in a post-merger context enables leaders to administer the right remedies. Systemic complaints are resolved through consultative forums, upholding the trust of employees, while timely intervention on misbehaviour protects the integrity of operations, ensuring less difficult integration and disruption at least.
