There have been studies on conflict resolutions but many focused on regional inter-tribe and international
conflicts between or among nations of the world. Only very few have written about industrial conflict recently,
even these few did not touch the mechanism of resolving conflicts in the organization in depth. Therefore,
this article will focus on various conflict resolution mechanisms and the three major models of conflict
resolutions—namely distributive bargaining, integrated bargaining, and interactive problem solving as given
by Cross, Susan, Rosenthal, and Robert (1999). To do this effectively, we will explore the available literature
on the antecedents of conflicts in human resource systems. Varieties of views and notions held by
individuals and groups in respect of the role and the consequences of conflicts in the functioning of humans
in our modern complex organizations will be considered. The consequences of conflicts on interpersonal,
inter-group, and inter-organizational processes, when conflict may empower, distress, or lubricate the
wheels of human interaction in the context of human resource management will be traced. The views of
experts, professionals and academicians on how and why conflicts should be handled to ensure a healthier
and conducive environment to work will be traced