The Long‐Term Effectiveness of Mediating Workplace Conflicts

Abstract

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.

A Matter of Feelings: Mediators’ Perceptions of Emotion in Hierarchical Workplace Conflicts

“…Mediation is widely used to constructively resolve workplace conflicts, including hierarchical workplace conflict ( Bollen and Euwema, 2013 ; Munduate et al, 2016 ; Kalter et al, 2018 ). In this study, we examined whether supervisors and subordinates differ in their emotional experience during mediation, the extent to which mediators can correctly perceive positive and negative emotions and whether they perceive negative emotions more efficiently than positive emotions.…”

“…These findings indicate that hierarchy continues to play a role in workplace mediations. Not only do supervisors and subordinates experience the mediation and its effects differently (e.g., Coggburn et al, 2018 ; Kalter et al, 2018 ; Kalter, 2020 ), mediators are also indirectly affected by the hierarchical position parties occupy. Mediators lower accuracy in perceiving subordinates’ emotions could be due to subordinates’ caution in showing their emotions, as predicted by the approach/inhibition theory of power ( Keltner et al, 2003 ).…”

Dinâmica de geração e dissipação do estresse na equipe de enfermagem num centro de oncologia

“…The model, with its dynamics, proposes changes to improve team support, psychosocial aspects, mutual collaboration in the execution of tasks, and work and family balance. Actions that seek to mediate relationship problems in teams are important ( 21 ) , because stress, disagreement and horizontal violence are common in workplaces.…”

Mediation: Understanding a Constructive Conflict Management Tool in the Workplace

“…Contributions from this perspective recognize that evidencebased mediation is a constructive way to deal with conflict and an essential element in setting up a conflict management system in organizations (Kalter et al, 2018). It helps organizations create effective and efficient procedures to deal with conflicts in a positive way that contributes to a healthy work climate (Bollen & Euwema, 2015;De Dreu, 2008;Dijkstra, 2006;Giebels & Janssen, 2005).…”