- List of Figures
- List of Tables
- List of Contributors
- Introduction: Developments in Conflict Management
- Introduction to Part 1
- The Goals and Assumptions of Conflict Management in Organizations
- Labor-Managment conflict: Where it Comes From, Why it Varies, and What it Means for Conflict Management Systems
- Employment Rights and Workplace Conflict: A Governance Perspective
- HRM and Conflict Management
- Introduction to Part 2
- Collective Bargaining and Grievance Procedures
- Third-Party Processes in Employment Disputes
- Interest-Based Bargaining
- Grievance Procedures in Non-union Firms
- Workplace Mediation
- The Organizational Ombudsman
- Line Managers and Workplace Conflict
- Conflict Management Systems
- Introduction to Part 3
- Using Mediation to Manage Conflict at the United States Postal Service
- The Evolution of a Labor-Management Partnership: The Case of Kaiser Permanente and the Coalition of Kaiser Permanente Unions
- “MED+ARB” in the New Zealand Police
- Experiences of Judicial Mediation in Employment Tribunals
- Introduction to Part 4
- Conflict Resolution in Germany
- Conflict Resolution in Japan
- Conflict Resolution in the United States
- Conflict Management in Australia
- Conflict Resolution in New Zealand
- Conflict Resolution in the United Kingdom
- Conflict Resolution in China
Abstract and Keywords
This chapter provides an international overview of mediation as a method for resolving workplace conflict, considering issues of definition and style, as well as of principle and practice. Trends in the diffusion of workplace mediation reveal substantial differences across economies and also raise questions in the UK context concerning the extent of uptake within organizations. Much of the interest in mediation revolves around the business case, and while there is evidence of high satisfaction and settlement rates, evaluation remains challenging. The resilience of settlements and wider cultural effects sometimes claimed for mediation also remain areas where the evidence base is underdeveloped. The chapter concludes by examining the last of these points more closely, raising questions around issues of efficiency, power, and justice, and the extent to which mediation challenges or reinforces managerial authority.
Paul L. Latreille is Professor of Management at the University of Sheffield. He holds a visiting position at Westminster Business School’s Centre for Employment Research, is Research Fellow of the IZA, Bonn, and Associate of the Economics Network. He is an editorial board member for Work, Employment and Society and serves on the Professional Mediators’ Association advisory group. His main research interests are in applied labor economics and employment relations, focusing on workplace conflict, mediation, and employment tribunals. He has published extensively for both academic and policy audiences and has led and/or been involved in projects on these issues for various bodies including the ESRC, the Department for Business, Innovation and Skills, the Ministry of Justice and Acas.
Richard Saundry is Associate Professor of Human Resource Studies at Plymouth University and is Visiting Fellow of the Centre for Employment Relations, Innovation and Change (CERIC) at the University of Leeds and also at the Institute for Research into Organisations, Work and Employment (iROWE) at the University of Central Lancashire (UCLAN). His current research interests include conflict management, workplace dispute resolution, trade union organization and renewal, and the nature of work in the audio-visual industries. He has published extensively in peer-reviewed academic journals. He has led a number of projects funded by the Economic and Social Research Council, the Department for Trade and Industry (now BIS), the TUC, and the Advisory, Conciliation and Arbitration Service.
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