The Oxford Handbook of Conflict Management in Organizations
The Oxford Handbook of Conflict Management in Organizations
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.
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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Abstract
This book explores conflict management in organizations, focusing on the various organizational practices and procedures used to resolve and sometimes prevent conflict in the workplace in countries such as Japan, China, Germany, New Zealand, Australia, Britain, and the United States. It looks at conventional approaches based on standard grievance and dispute resolution procedures as well as alternative dispute resolution methods that seek ways other than civil litigation or turn to administrative agencies that implement employment laws. It discusses grievance procedures under collective bargaining and in non-union firms, along with workplace mediation, interest-based bargaining, the nature and outcomes of conflict management systems, and the role of the organizational ombudsman, third parties, and line managers in conflict management and resolution. In addition, the book examines developments in employment rights and human resources management perspectives on conflict management. It also presents a series of case studies of exemplars and innovators in conflict management, including ‘judicial mediation’ practiced by employment tribunals in the UK.
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Front Matter
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Introduction: Developments in Conflict Management
William K. Roche and others
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Part 1 Theoretical Perspectives
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Introduction to Part 1
William K. Roche and others
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1
The Goals and Assumptions of Conflict Management in Organizations
John W. Budd andAlexander J. S. Colvin
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2
Labor-Managment conflict: Where it Comes From, Why it Varies, and What it Means for Conflict Management Systems
John Godard
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3
Employment Rights and Workplace Conflict: A Governance Perspective
Cynthia Estlund
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4
HRM and Conflict Management
Douglas M. Mahony andBrian S. Klaas
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Introduction to Part 1
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Part 2 Approaches to Conflict Management
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Introduction to Part 2
William K. Roche and others
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5
Collective Bargaining and Grievance Procedures
David Lewin
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6
Third-Party Processes in Employment Disputes
William Brown
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7
Interest-Based Bargaining
Joel Cutcher-Gershenfeld
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8
Grievance Procedures in Non-union Firms
Alexander J. S. Colvin
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9
Workplace Mediation
Paul L. Latreille andRichard Saundry
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10
The Organizational Ombudsman
Mary Rowe andHoward Gadlin
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11
Line Managers and Workplace Conflict
John Purcell
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12
Conflict Management Systems
William K. Roche andPaul Teague
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Introduction to Part 2
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Part 3 Exemplars and Innovators
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Introduction to Part 3
William K. Roche and others
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13
Using Mediation to Manage Conflict at the United States Postal Service
Lisa Blomgren Amsler
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14
The Evolution of a Labor-Management Partnership: The Case of Kaiser Permanente and the Coalition of Kaiser Permanente Unions
Adrienne E. Eaton andThomas A. Kochan
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15
“MED+ARB” in the New Zealand Police
Ian McAndrew
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16
Experiences of Judicial Mediation in Employment Tribunals
Peter Urwin andPaul L. Latreille
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Introduction to Part 3
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Part 4 International Development
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Introduction to Part 4
William K. Roche and others
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17
Conflict Resolution in Germany
Martin Behrens
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18
Conflict Resolution in Japan
John Benson
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19
Conflict Resolution in the United States
David B. Lipsky and others
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20
Conflict Management in Australia
Bernadine Van Gramberg and others
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21
Conflict Resolution in New Zealand
Erling Rasmussen andGaye Greenwood
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22
Conflict Resolution in the United Kingdom
Richard Saundry andGill Dix
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23
Conflict Resolution in China
Mingwei Liu
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Introduction to Part 4
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End Matter
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