As such, they constitute an independent source of potential conflict within the employment relationship. Much depends on the degree of task specificity and where we sit in the hierarchy of authority and control. Looking at this situation it may be said that it depends on how management decides to exercise supervision and control. As a general rule, the more autonomy the employees feel they enjoy, the fewer the problems (Deery, Plowman & Walsh, 1997). .
"Conflict is a normal and predictable feature of the employment relationship" (Keenoy & Kelly, 1996:355) e.g. once a company begins to expand and increase profits, employees may feel the initial terms and agreements are no longer a 'fair' rate of exchange. Negotiation between employers and employees must now begin and if the final say is not favourable to the employees then conflict may arise. In situations like these it is the responsibility of management to ensure the organisation still operates smoothly. They then must come to an agreement with employees in order to minimise this conflict. Conflict can bring a decrease in productivity and quality of work by employees. This can be brought about by absenteeism from work or labour turnover (Deery, et al, 1997).
"In a traditional view of the world, management/employers are seen as the more important party in the employment relationship due to power, control and the application of contracts and responsibility" (Goren, 1990:62). However, they are only people who coordinate others to perform set projects because they have been assigned to a position of authority. From this position management can gain a broader knowledge of how the workplace is to be run and what needs to be done in order for it to run smoothly. "The management/employers role in the employment relationship is to coordinate employees and projects, help solve problems to ensure the organisations needs and are met and lead the way in promoting the values and beliefs of the workplace" (Gardner & Palmer, 1997:10).