Manajemen Manajemen Konflik pada Karyawan di BSI KCP Surabaya Merr 1

Abstract

Conflict is an inevitable phenomenon in the workplace, particularly within banking organizations. Workplace conflict among employees at BSI KCP Surabaya Merr 1 arises due to the high intensity and pressure to meet targets, compounded by differences in personality, communication styles, and work methods. These conditions often lead to misunderstandings in the completion of tasks, especially in work environments with high service intensity. Although leaders have attempted to resolve conflicts through open communication and deliberation, these resolutions tend not to address the root of the problem, leaving the potential for conflicts to resurface. This study employs a descriptive qualitative approach using field research methods. Data analysis techniques include data reduction, data presentation, and drawing conclusions, while data validity is ensured through source triangulation. Data collection techniques include interviews and observation. The research findings indicate that the forms of conflict include: personal conflict (work targets causing stress, dilemmas, and internal conflict among employees), while interpersonal conflict encompasses differences in work styles, personality differences among employees, differences in problem-solving approaches, and communication misunderstandings. The conflict management styles applied by leaders at BSI KCP Surabaya Merr 1 include competing, collaborating, compromising, avoiding, and accommodating. However, at BSI KCP Surabaya Merr 1, there is a tendency to use the collaborating, compromising, and avoiding approaches. Conflict has an impact on employee performance, both positive and negative. Positive impacts are seen in improved communication and the emergence of work-related stress. Conflict management at BSI KCP Surabaya Merr 1 is already in place, but it is not yet fully effective because the resolutions have not addressed the root causes of the issues; for example, disagreements still frequently arise, and differences in personality (such as introverted and extroverted employees) continue to spark conflicts