Conflict management systems in subsidiaries of non-union multinational organisations located in the Republic of Ireland

Doherty, Liam; Teague, Paul

doi:10.1080/09585192.2011.538968

Cited by 11 publications

(11 citation statements)

References 15 publications

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“…While the degree of formality may differ across respondents' organizations, one thing is clear-most of them seek direct control of grievance management internally rather than involving a third party (e.g., trade unions or external bodies for intervention). This finding echoes those revealed in the studies of other national contexts (e.g., Doherty and Teague (2011) on foreign MNCs in Ireland).…”

Section: Mechanisms Of Grievance Managementsupporting

confidence: 87%

From legalism to strategic HRM in India? Grievance management in transition

Cooke

Saini

2015

Asia Pac J Manag

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This study investigates grievance management in India, drawing on data from a survey of 186 managers from companies operating in several different sectors. It examines the changing processes and the role of key institutional actors in the grievance management system. This study reveals varied practices in grievance management in part due to firm history and ownership forms. It highlights the inadequacy of India's public institutions for grievance redressal on the one hand, and the growing space for firms to introduce private and informal practices on the other, leaving employee welfare largely in the goodwill and competence of the management. We argue that future research on grievance management should adopt a finer contextual and temporal approach to uncover processes and the deeper causes of employee dissatisfaction. It should also adopt an interdisciplinary approach to eliminate the demarcation between the existing human resource management (HRM) and industrial relations research domains and provide a more holistic understanding of what HRM practices may be conducive to developing a healthy workplace relationship and productivity enhancement.

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Section: Mechanisms Of Grievance Managementsupporting

confidence: 87%

From legalism to strategic HRM in India? Grievance management in transition

Cooke

Saini

2015

Asia Pac J Manag

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“…Of importance here are innovations in collective bargaining and associated new dispute resolution mechanisms, such as 'interest-based bargaining', 'collective mediation', fact-finding, the early facilitation of negotiations by an independent conciliator (a practice sometimes referred to as 'assisted bargaining' (Advisory Conciliation and Arbitration Service [ACAS] 2009), brain-storming and related problem-solving techniques, mediation by a party who may also be empowered to arbitrate ('med -arb'), mini-trials, proper arbitration and the proactive handling of change management. Some of these techniques may also be applied to group-based conflict in non-unionized firms, although such firms, especially of US origin, may resist recognizing conflicts as a group phenomenon in any respect and may seek to disaggregate them into individual grievances and deal with them only on that basis (Doherty 2011). Conflict management systems encompassing multiple forms of group or collective ADR are also contemplated in the literature, although less commonly than in the case of systems of this kind that address individual employment conflict (see, for example, Ury et al 1993).…”

Section: Adr In Work and Employment Disputesmentioning

confidence: 97%

The growing importance of workplace ADR

Roche

Teague

2012

The International Journal of Human Resource Management

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This introductory article sets the context for this special edition of the IJHRM on International Trends and Developments in Alternative Dispute Resolution. First of all, it considers some of the conceptual issues that arise in the international study of alternative dispute resolution (ADR) -for example, the importance of not confining the study of ADR to conflict management procedures designed to handle disputes involving individual employees, but also including innovations to conflict management involving collective conflict at the workplace. Secondly, it explains why and how forms of ADR can vary across countries. Third, it reviews the range of outcomes that are associated with the use of ADR practices to address workplace conflict. Fourth, it provides a summary of the contents and key themes of the special edition.

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“…Another source of survey data on conflict resolution in workplaces derives from Doherty & Teague's survey of eighty-three non-union multinational firms (Doherty & Teague, 2012). Table 4 reports the results.…”

Section: Influences On the Adoption Of Individual And Group Adr Practmentioning

confidence: 99%

“…The practices in the non-union multinationals all appeared to focus on the resolution of conflict involving individual employees. Doherty & Teague (2012) emphasised that only a minority of the firms surveyed (about 25 per cent) used a wide variety of conflict management practices, implying that CMSs were again not widely prevalent in multinationals. One of the principal reasons given for this was that managers at the subsidiary level in multinationals avoided fostering innovation in this area of HR for fear of drawing attention to problems or concerns about conflict in the workplace (Doherty & Teague, 2012).…”

Section: Influences On the Adoption Of Individual And Group Adr Practmentioning

confidence: 99%

The development of conflict resolution practices in Irish workplaces

Roche

2016

Administration

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This paper examines the development of procedures for conflict resolution in workplaces in Ireland and the more recent emergence of alternative dispute resolution (ADR) practices. Based on a synthesis of data from a series of studies and on a review of reports of conflict resolution innovations, the paper shows how conventional procedures for resolving collective disputes and individual employment grievances had become almost standard by the 1980s, while a series of ADR practices became features of conflict resolution from the 1990s. The changing character of conflict resolution procedures and practices is attributed to a series of influences that include the professionalisation of personnel and human resource management, the changing pattern and context of workplace conflict, the growing importance of multinational firms, and the emergence of professional training and expertise in the provision of ADR support services. The paper projects a continuing rise in the incidence and use of ADR practices but questions the extent to which organisations in Ireland are likely to adopt conflict management systems based on integrated sets of conflict resolution practices.

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Conflict management systems in subsidiaries of non-union multinational organisations located in the Republic of Ireland

Cited by 11 publications

References 15 publications

From legalism to strategic HRM in India? Grievance management in transition

From legalism to strategic HRM in India? Grievance management in transition

The growing importance of workplace ADR

The development of conflict resolution practices in Irish workplaces

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