Angry at your boss: Who cares? Anger recognition and mediation effectiveness

Bollen, Katalien; Euwema, Martin

doi:10.1080/1359432x.2014.895327

Cited by 19 publications

(26 citation statements)

References 70 publications

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“…Studies have noticed for a long time that third-parties' strategic choice for an effective intervention should consider both conflict issues and disputants (e.g., Pruitt & Kim, 2004). The field, however, has accumulated more knowledge on the issues related to conflicts (e.g., Carnevale, 1986;Conlon & Meyer, 2004;Elangovan, 1995) than on the factors related to disputants (Goldman et al, 2008;Eaton & Sanders, 2012;Bollen & Euwema, 2015). By focusing on relationship help and emotional help, this study enriches our understanding of the aspect related to disputants in third-party intervention.…”

Section: Introductionmentioning

confidence: 82%

Preference for relationship help and emotional help from third parties across cultures

Yang

Yousaf

2017

CCSM

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In this paper, we used a questionnaire and examined employees' preferences for relationship help and emotional help from third parties in two cross-cultural comparisons. Study 1 is a within-country comparison including 83 Dutch employees and 106 Turkish immigrants in the Netherlands. Study 2 is a between-country comparison including 123 German employees and 101 Pakistani employees. The results show that employees' allocentric orientation, but not idiocentric orientation, explains the differences in preference for relationship help in the within-country comparison (Study 1: individualistic Dutch culture versus collectivistic Turkish culture) and the between-country comparison (Study 2: individualistic German culture versus collectivistic Pakistani culture). However, the findings in the between-country comparison (Study 2) reveal that the difference in preference for emotional help between individualistic German culture and collectivistic Pakistani culture is mediated by idiocentric orientation and not by allocentric orientation. Explanations and implications of these findings are further discussed.

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Section: Introductionmentioning

confidence: 82%

Preference for relationship help and emotional help from third parties across cultures

Yang

Yousaf

2017

CCSM

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“…For this reason, we controlled for this by asking participants what their intention was regarding their employment relationship at the start of the mediation (we stop working together = 0 versus we continue working together = 1). In addition, we also used gender (male = 0, female = 1), the objective mediation outcome (no agreement = 0, agreement = 1), escalation level of the initial conflict (on a five‐point scale), and age (in years) (Bollen, Euwema, and Müller ; Bollen and Euwema ) as control variables in the analyses.…”

Section: Methodsologymentioning

confidence: 99%

“…In addition, the results of these studies have shown that the conditions for an effective mediation are different for supervisors and subordinates. For example, for subordinates, having the mediator acknowledge their anger can enhance their perceptions of mediation effectiveness (Bollen and Euwema ), but this is not the case for supervisors. Similarly, subordinates’ perceptions of procedural justice enhance their perceptions of mediation effectiveness, whereas experiencing uncertainty about the mediation is likely to diminish their sense that the process is effective, but these perceptions do not have the same effect on supervisors (Bollen, Euwema, and Müller ; Bollen, Ittner, and Euwema ).…”

Section: Long‐term Effectiveness Of Mediation Of Hierarchical Conflictsmentioning

confidence: 99%

“…Workplace mediations frequently involve hierarchical conflicts, that is, subordinates in conflict with their supervisor, manager, or employer (Uitslag, Kalter, and de Gruil ). Previous studies of this type of mediation have shown that the relative hierarchical positions that parties occupy affect their perceptions of mediation effectiveness in the short term (Bollen, Euwema, and Müller ; Bollen, Ittner, and Euwema ; Bollen and Euwema ; Bollen, Verbeke, and Euwema ). Therefore, our second question is to what extent supervisors and subordinates perceive mediation effectiveness differently over the long term.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

The Long‐Term Effectiveness of Mediating Workplace Conflicts

Kalter¹,

Bollen²,

Euwema³

2018

Negotiation Journal

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In this study, we explore the long‐term effectiveness of the mediation of hierarchical workplace conflicts by comparing and analyzing participants’ perceptions of short‐term and long‐term mediation effectiveness. Specifically, we surveyed supervisors and subordinates to determine the extent to which they perceive mediation to be effective one year after the conclusion of the process. In this study, we distinguish between mediations that result in a continuing employment relationship versus exit mediations, which occur when employees end their employment. We collected data from real workplace mediation cases in the Netherlands. Our results show a general positive relationship between short‐term and long‐term mediation outcomes. Supervisors and subordinates, however, perceive the long‐term outcomes somewhat differently, with supervisors perceiving greater compliance with the agreement than did subordinates after one year. We found no significant difference in perceptions of long‐term effectiveness between exit and nonexit mediations. In the article, we discuss the implications of our findings for mediation theory and practice.

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“…El segundo grupo ha sido estructurado en un 45,4 % de estudios que han utilizado como técnica de recogida de datos las encuestas o cuestionarios (Bollen y Euwema, 2015;Poitras, 2013;Stimec y Poitras, 2009;Stuhlmacher y Poitras, 2010;Yiu y Lai, 2009) y un 9,1 % los registros observacionales (Diez, 2016); las técnicas cualitativas fundamentadas en el análisis fenomenológico (Poitras, 2009) y el modelo mixto (Charkoudian et al, 2018), respectivamente.…”

Section: Análisis Crítico Sobre Los Artículos Que Han Sido Incluidosunclassified

Revisión sistemática exploratoria: la generación de confianza en mediación [An exploratory systematic review: Trust building in mediation]

Adrover¹,

Staritzky²,

Vidal³

2020

Trabajo Social Hoy

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Resumen: Estudios recientes han manifestado la presencia de una relación entre el rapport y el éxito de la mediación. Esto es, la construcción de una relación de comprensión, empatía y confianza. Dado el alcance que la investigación empírica ha conferido al rapport como elemento que predice el éxito de la mediación, el presente artículo ha tomado en consideración la posibilidad de efectuar un análisis en profundidad sobre uno de los factores que conforman el rapport: la generación de confianza. Para ello, se ha desarrollado una revisión sistemática exploratoria. Los resultados del estudio han girado en torno a actitudes o aptitudes de la persona mediadora, así como el uso de herramientas o técnicas que favorecen la generación de confianza. Entre las mismas, cabe destacar la necesidad de señalar la importancia de la generación de confianza en los momentos iniciales del proceso de mediación y el uso del Caucus.

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Angry at your boss: Who cares? Anger recognition and mediation effectiveness

Cited by 19 publications

References 70 publications

Preference for relationship help and emotional help from third parties across cultures

Preference for relationship help and emotional help from third parties across cultures

The Long‐Term Effectiveness of Mediating Workplace Conflicts

Revisión sistemática exploratoria: la generación de confianza en mediación [An exploratory systematic review: Trust building in mediation]

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