Supporting workplace dispute resolution in smaller businesses: policy perspectives and operational realities

Harris, Lynette; Tuckman, Alan; Snook, Jereme

doi:10.1080/09585192.2012.641081

Cited by 12 publications

(20 citation statements)

References 17 publications

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“…1). However, over 41 % of the respondents reported that line managers received no training on grievance management-a finding that echoes those of other studies in the US and the UK (e.g., Harris et al, 2012;Lipsky et al, 2003). Less than 30 % of the respondents reported that line managers received training in Bconflict management,B grievance handling,^or Bindustrial relations theories and laws.^These were mainly from SOEs.…”

Section: The Role Of the Hr And Line Managers In Grievance Managementsupporting

confidence: 66%

“…There is a growing preference for private, rather than governmental or collective, methods of resolving workplace disputes (Seeber & Lipsky, 2006). According to Antcliff and Saundry (2009: 105), Bthe decline in collective organization and regulation has led to disciplinary issues and employee grievances being increasingly pursued through individual channels.^This approach is seen as less disruptive, less time consuming, and preventing the escalation of the dispute (Edwards, Ram, & Black, 2004;Harris, Tuckman, & Snook, 2012).…”

Section: Approaches To Grievance Managementmentioning

confidence: 97%

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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: The Role Of the Hr And Line Managers In Grievance Managementsupporting

confidence: 66%

Section: Approaches To Grievance Managementmentioning

confidence: 97%

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

Cooke

Saini

2015

Asia Pac J Manag

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“…Keeping on the right side of the law has not only prompted change within non‐unionized firms, it has also done so in other organizations such as small firms, which otherwise have a preference for informal conflict management methods (Harris et al . ).…”

Section: The Changing Political Economy Of Workplace Conflictmentioning

confidence: 97%

“…Organizations involved in employment rights cases before either civil courts or bodies like employment tribunals are almost certain to lose on procedural grounds if they do not possess formal disciplinary and grievance procedures . Keeping on the right side of the law has not only prompted change within non-unionized firms, it has also done so in other organizations such as small firms, which otherwise have a preference for informal conflict management methods (Harris et al 2012).…”

Section: The Management Of Workplace Conflict Following the Rise Of Hmentioning

confidence: 99%

The Management of Workplace Conflict: Contrasting Pathways in the HRM Literature

Currie

Gormley

Roche

et al. 2016

Int J Management Reviews

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SummaryThis paper reviews the HRM literature on the management of workplace conflict. It suggests that workplace conflict is commonly viewed as a symptom of management failure in this literature: the notion that conflict may be intrinsic to the nature of work due to employees and managers having hard-to-reconcile competing interests is given short-shrift. At the same time, the paper identifies important differences in the literature, which we call pathways, about the best methods to management problems at the workplace. It is argued that four contrasting pathways can be detected in the literature with regard to how organizations approach innovating conflict management practices. Each pathway is examined fully and their respective strengths and weaknesses assessed fully.

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“…However, there is much evidence that small-firm owners lack the solid knowledge and understanding of regulations required (Atkinson and Curtis, 2004;Harris, Tuckman and Snook, 2012;Lovatt and Pratten, 2003;Marlow, 2003;Sjögrén and Syrjä, 2015;Westrip, 1986). This fundamentally requires a suitable understanding of the regulations so that they can be interpreted correctly.…”

Section: Micro-firms and Regulationmentioning

confidence: 99%

Managerial Hubris, Trade Associations and Regulatory Knowledge in Micro‐Firms

Betton

Branston

Tomlinson

2018

British J of Management

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To avoid breaking the law for regulatory non-compliance, it is essential that micro-firm owner-managers are aware of deficiencies in their knowledge, so that they can seek improvement and avoid over-confidence (i.e. hubris) in their knowledge levels. Using newly collected survey data from micro-firms in the English accommodation sector and multivariate techniques, the authors explore the possibility of hubris by making a novel distinction between the Perceived-Knowledge and Actual-Knowledge of regulation held by micro-firm owner-managers. Both Perceived-Knowledge (from self-assessment) and Actual-Knowledge (from a simple test) over four core areas of regulation are found to be different, generally poor and suggestive of hubris. The relationship between these knowledge levels is further explored by considering the role of trade association membership (since they support members) and attitude (since it effects learning). Attitude is found to be positively associated with both forms of knowledge, while trade association memberships are also found to be associated with enhanced Perceived-Knowledge, but not Actual-Knowledge. In light of the results, the authors suggest several priority areas for improving Actual-Knowledge and self-assessment skills, and areas for future research.

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Supporting workplace dispute resolution in smaller businesses: policy perspectives and operational realities

Cited by 12 publications

References 17 publications

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

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

The Management of Workplace Conflict: Contrasting Pathways in the HRM Literature

Managerial Hubris, Trade Associations and Regulatory Knowledge in Micro‐Firms

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