- 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
The concept of conflict management systems (CMSs) is a highly influential idea in the literature on conflict management and ADR and for many the ultimate guide to designing effective arrangements for managing conflict in organizations. This chapter examines the nature and components of CMSs and reviews research on the antecedents and outcomes associated with integrated conflict management practices combining interest-based and rights-based options and prioritizing options of the former kind. Notwithstanding the appeal and influence of the CMS paradigm, empirical data reveal a quite variegated picture with respect to the functioning, durability, and outcomes of conflict management systems.
William K. Roche is Professor of Industrial Relations and Human Resources at the School of Business, University College Dublin and Honorary Professor at the School of Management, Queen’s University Belfast. He was awarded his D.Phil. from the University of Oxford, where he was Heyworth Memorial Prize Research Fellow of Nuffield College. He has led and contributed to strategic reviews of industrial relations and dispute resolution by a number of Irish public agencies, including the Labour Relations Commission, the National Economic and Social Council, and the National Centre for Partnership and Performance.
Paul Teague is Professor of Management at the Management School, Queen’s University Belfast and is Visiting Professor at the School of Business, University College Dublin. He has written widely on the theme of the employment relations consequences of deeper European integration. The themes of social partnership and employment performance, workplace conflict management and human resources in the recession currently dominate his research activities. He has worked with the Irish Government, EU, ILO, and the Belgium Government to develop policies and programmes in these areas. A book that examines systematically the HR strategies of companies based in Ireland in response to the recession, Recession at Work, which was co-authored with Bill Roche, Anne Coughlan, and Majella Fahey, was published by Routledge in 2013.
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