
Contents
Introduction to Part 2
Get accessWilliam 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.
Alexander J. S. Colvin is the Martin F. Scheinman Professor of Conflict Resolution at the ILR School, Cornell University, where he is also Associate Director of the Scheinman Institute on Conflict Resolution and Associate Editor of the Industrial & Labor Relations Review. His research and teaching focuses on employment dispute resolution, with a particular emphasis on procedures in nonunion workplaces and the impact of the legal environment on organizations. His current research projects include an empirical investigation of the outcomes of employment arbitration and a cross-national study of labor and employment law change in the Anglo-American countries. He is co-author (with Harry C. Katz and Thomas A. Kochan) of the textbook An Introduction to Collective Bargaining and Industrial Relations, 4 th edition (Irwin-McGraw-Hill).
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Published:03 March 2014
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Abstract
At the core of conflict management in organizations are the various practices and procedures through which organizations seek to resolve and sometimes prevent conflict in the workplace. The contributions to this section examine the major ways in which organizations handle conflict management, whether arising from individual grievances or collective disputes. Both conventional approaches reliant on standard grievance and dispute resolution procedures are considered, as is a series of alternative dispute resolution approaches that seek in different ways to depart from conventional practices and sometimes seek to provide an alternative to civil litigation or resort to administrative agencies established to administer employment laws. Practices have also evolved that combine conventional “rights-based” procedures with innovative “interest-based” options, especially as exemplified by the influential concept of conflict management systems. The chapters in the section cover grievance procedures under collective bargaining, third-party processes, interest-based bargaining, grievance procedures in non-union firms, workplace mediation, the organizational ombudsperson, line managers and workplace conflict, and conflict management systems.
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