- 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
Recent decades have seen a significant shift in the pattern of workplace conflict in the UK. While the scale and scope of collective industrial action has rapidly contracted, there has been a sustained rise in litigation over individual employment disputes. This chapter examines the key factors that have influenced these changes and charts the development of the regulatory framework governing the UK’s system of dispute resolution. It also assesses the development of organizational approaches to the management of conflict. It argues that the erosion of effective structures of employee representation, coupled with the devolution of responsibility for conflict handling from human resources practitioners to operational line managers, has created a “resolution gap.” Crucially, policy initiatives that are primarily focused on the avoidance of employment litigation have the potential to reduce incentives for organizations to make strategic investments in rebuilding conflict management capacity.
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.
Gill Dix is Head of Strategy at the Advisory, Conciliation and Arbitration Service (Acas). Acas is a government-funded independent body responsible for providing conciliation services and improving employment relations in Britain. In Acas, Gill manages the organisation’s governance team, and a programme on public policy analysis and strategic planning. She has a background in social and public policy research, working in academia, and the voluntary and public sector bodies prior to joining Acas. Gill was Head of Research and Evaluation at Acas for twelve years and has written on a range of industrial relations subjects including being a co-author on the 1998 and 2004 Workplace Employment Relations Studies, an internationally recognized survey mapping patters of industrial relations in Britain. She has a particular interest in dispute resolution, consultation, and employee engagement.
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