Effective collaboration between employers and employees creates an environment in which a company can produce and earn money effectively, but workspace conflicts between employees and employers at work are a common occurrence. There is a wide range of reasons that can create a conflict between the two parties, but the most common include generation gaps, the inability to create an equal environment within organized structures, to adequately define the responsibilities of employers in terms of mandatory benefits and lack of flexibility in terms of adapting organizational goals and objectives to contemporary employee needs. Despite differences in goals and expectations, there is essentially no difference between employers and employees because both parties have equal responsibility for the success of the company. Furthermore, social dynamics in contemporary society and its labor market require the accumulation of social capital in the form of ties and bridges, so employers and employees would benefit from resolving differences that could potentially escalate into conflicts. The only way to guarantee the smooth running of company activities is through negotiation. While conflicting expectations will remain a part of every work organization, finding creative solutions is key to maintaining a positive work environment and avoiding conflict escalation due to differing expectations. According to Ospina (1996), organizations are stratified systems based on a social hierarchy that are built on ideals of equality. The result of the obvious contradiction is reflected in the perceptions and reactions of employees within the workplace (Ospina, 1996). Apparently, it is impossible to bridge the gap between social reality and social ideals, so... middle of paper, but modern companies must be built on successful social collaborations between employers and employees to obtain long-term benefits term (Erickson, 2001). Employers are required to focus on both internal productivity and connection with external environments to propose and define organizational objectives (Erickson, 2001). Furthermore, they are required to form realistic expectations of their employees, so that they are able to assign tasks accordingly (Erickson, 2001). On the other hand, positive attitudes and behaviors among employers promote company performance and long-term success (Avey, Wernsing, & Luthans, 2008). It is possible to see how both parties are responsible for the smooth running of company operations and that a constructive working environment can only be achieved through mutual collaboration and the search for common bases on different expectations..