- 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
Employers have numerous options when choosing how to design and implement their dispute policies and procedures. In this chapter we examine a range of non-union forms of voice with an emphasis on the resolution disputes arising from the employment relationship. In particular, we compare mechanisms of voice along four dimensions: reliance on informal versus formal procedures; reliance on internal versus external decision-makers; non-binding versus binding outcomes; and consideration of interest- versus rights-based claims. We further focus on how the management of voice processes might affect the willingness of employees to use voice and managerial reactions to voice when it is used. Several implications and directions for future research are discussed.
Douglas M. Mahony is Assistant Professor of Management and Axelrod Fellow at the College of Business and Economics, Lehigh University. His primary areas of research focus on group and organizational conflict, and nonunion dispute resolution processes and outcomes. He received his Ph.D. in Industrial Relations and Human Resource Management from Rutgers University.
Brian S. Klaas is Professor of Management and Senior Associate Dean at the Darla Moore School of Business, University of South Carolina. He also serves as the Director of the Riegel & Emory HR Center. He received his Ph.D. from the University of Wisconsin-Madison and has published widely on topics relating to employee voice, organizational conflict and dispute resolution, and HR systems.
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