The interaction between conflict management and ethics in organisations occurs in a network of power relations, organisational structures and the often conflicting objectives of organisational competitiveness and workplace justice.
Key to the role of the SRL manager is the management of conflict and delivery of justice in decision making.
It’s argued to you that ethical decision making (to resolve conflict) is challenged by the inherent nature of the governance of an SRL organisation.
Why? The SRL environment is driven by the need for efficiency because the SRL manager is expected to perform a range of roles, particularly that of 'strategic partner' which can be at odds with its 'employee champion' role.
Secondly, as someone who represents the firm, the SRL manager has to be a neutral mediator of conflicts that will occur between members and stakeholders of an SRL.
Finally, while pursuing neutrality might have a shorter term goal of supporting managerial or organisational objectives, longer term goals, particularly those which enhance workplace justice, are likely to be afforded through the exercise of impartiality informed by an ethical code.
Adapted from Van Granberg and Teicher (2006) Managing Neutrality and Impartiality in Workplace Conflict Resolution: The Dilemma of the HR Manager.