Description
Book SynopsisIn recent years many employers in the U.S., Great Britain, Ireland, and elsewhere, often in partnership with their unions, have turned to new approaches to managing and resolving workplace disputes. In the U.S. this movement is often called “alternative dispute resolution” (ADR), an approach that involves the use of mediation, arbitration, and other third-party dispute resolution techniques, rather than litigation, to resolve workplace disputes. Some employers have established so-called “conflict management systems,” a pro-active, strategic approach to handling workplace conflict. This volume contains chapters by some of the world’s leading scholars of workplace dispute resolution and conflict management as well as chapters by emerging younger scholars in these fields. The chapters present original research that combines cutting-edge thinking about the theoretical dimensions of ADR and conflict management along with rigorous empirical analyses of real-life data.
Table of ContentsIntroduction: New Research on Managing and Resolving Workplace Conflict: Setting the Stage Conflict and Employment Relations in the Individual Rights Era - Alexander J. S. Colvin Resolving Workplace Conflicts Through Litigation: Evidence, Analysis, and Implications - David Lewin Remedy-Seeking Responses to Discrimination: Does Management-Employee Similarity Matter? - Cynthia L. Gramm and John F. Schnell Employment Lawyers and Mandatory Arbitration: Facilitating or Forestalling Access to Justice? - Mark D. Gough Beyond Repeat Players: Experience and Employment Arbitration Outcomes in the Securities Industry - J. Ryan Lamare Networked Dispute Resolution: The National Implementation Body in Irish Industrial Relations - William K. Roche and Colman Higgins Toward a System of Conflict Management? Cultural Change and Resistance in a Healthcare Organization - Paul L. Latreille and Richard Saundry Treating Conflict: The Adoption of a Conflict Management System in a Hospital Setting - Ariel C. Avgar
