The role of workplace mediation: a critical assessment

Abstract

Purpose – Interest in mediation as an alternative strategy for managing conflict in the workplace has grown recently both in terms of theory, practice and government policy. The purpose of this paper is to investigate the efficacy of the process as practised in higher education, where its use is quite well developed. Its key aim is to increase the understanding of the process through a more qualitative sectorial analysis. Design/methodology/approach – The research took place over a six-month period in 2011. It is based on the views and experiences of 36 representatives from 16 universities across the North of England and four senior managers from mediation providers serving those organisations. Face-to-face semi-structured interviews with an average duration of one hour were undertaken with the majority of respondents with a small number of slightly shorter telephone interviews. All interviews were fully transcribed. Findings – The key findings of the research suggest that universities, whilst having similarities to other organisations in terms of the rationale, implementation and management of workplace mediation, have a practice also informed by some aspects specific to the sector. These include: the ethos of the sector, the nature of the academic labour process, its potential client base and also in its desire to network with others within the sector. Originality/value – The study offers a more in-depth understanding of mediation as practised in a cross-section of organisations in one sector and is in contrast to the predominantly more quantitative approach adopted so far in the mediation literature in the UK.

Mediation: Understanding a Constructive Conflict Management Tool in the Workplace

“…Mediation is a process in which a third party facilitates a constructive communication among disputants, including decisionmaking, problem-solving, and negotiation, to reach a mutually acceptable agreement (Bennett, 2013(Bennett, , 2014Goldman et al, 2008;Moore, 2014). In this process, the mediator acts as a guardian of the process, while refraining from an evaluation of the case or directing parties to a particular settlement (Kressel, 2014;Wall et al, 2001).…”

“…In that sense, mediation is very appropriate for dealing with issues with a little basis for a legal claim (Latreille, 2015, p. 15). For contributions to efficiency, equity, and voice, workplace mediation seems the best conflict resolution approach for dealing with behavioral conflicts between individuals caused by dysfunctional working relationships or communication breakdown (Bennett, 2014).…”

“…The regulations and role dimensions promote efficiency standard. The findings of Bennett (2014) on mediation in the UK, for example, show the potential of mediation to reduce costs in terms of time and the emotional distress of the disputants going through the formal process, which in the worst case could lead to a costly employment tribunal hearing. The inclusion of emotional distress as a nonfinancial cost is considered a good indicator of efficiency by Budd and Covin (2008), as disputants may suffer psychological costs and disrupt social relations, which, in turn, negatively affect organizational efficiency and individual careers.…”

Reflections on the role of a workplace mediator

“…Furthermore, if the organisation has a trained team of mediators they can also facilitate key conflict handling skills development amongst line managers; they may even, it is argued, contribute to a change in the culture of conflict management (Bennett, 2014;Saundry and Wibberley, 2015).…”

A mediação como ferramenta de gestão de conflitos interpessoais no contexto universitário

“…Nessa direção, ressalta-se que, no Reino Unido, um número significativo de universidades introduziu a mediação, inicialmente como forma de abordar questões sobre o assédio moral, ampliando mais tarde seu escopo para outros problemas de gerenciamento e desempenho (Bennett, 2014). O autor enfatiza que para a maioria das universidades, a implementação da mediação coincidiu com a melhoria dos serviços e, consequentemente, da gestão de desempenho dos servidores.…”