Employment dispute resolution: The case for mediation

Bingham, Lisa Blomgren

doi:10.1002/crq.96

Cited by 66 publications

(59 citation statements)

References 34 publications

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“…There is some evidence that the introduction of internal mediation schemes may have an indirect impact beyond the specific disputes that are mediated. Being trained as a mediator may improve an individual's 'conflict handling skills' (Bingham 2004;Kressell, 2006) and their reputation amongst colleagues (Reynolds, 2000). More broadly, Sergeant's (2005) evaluation of mediation in small firms in the UK found evidence of a sustained improvement in employer-employee relationships.…”

Section: Mediation Discipline and Grievance -Bridging The Divide?mentioning

confidence: 99%

Reframing workplace relations? Conflict resolution and mediation in a primary care trust

Saundry

McArdle

Thomas

2013

Work, Employment and Society

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Section: Mediation Discipline and Grievance -Bridging The Divide?mentioning

confidence: 99%

Reframing workplace relations? Conflict resolution and mediation in a primary care trust

Saundry

McArdle

Thomas

2013

Work, Employment and Society

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“…The perceived justice of grievance procedures is linked to a belief in overall workplace justice, and satisfaction with the union and management (Fryxell 1992;Fryxell and Gordon 1989). Usage of grievance procedures has also been associated with their perceived fairness (Bingham 2004;Colvin 2003;Petersen and Lewin 2000), with Blancero and Dyer (1996) highlighting the need for systems perceived as 'credible', 'accessible' and 'safe'. Several studies (see Lewin 1999) have found significant positive relationships between the presence of a grievance procedure, and organisational performance.…”

Section: The Literaturementioning

confidence: 99%

Employment rights disputes: what is the role of HR professionals?

Walker¹

2012

Human Resource Management International Digest

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This study explores the role of human resource specialists in the handling of employee grievances. Most studies of HRM devolution have drawn only on the perceptions of managers and have neglected the area of grievances. The research highlights the employee experience of grievances under different levels of HRM devolution. The progression of fourteen grievance cases was investigated, accessing the full set of parties to each one. Data were gathered using a triangulated method involving seventy interviews, direct observation and written submissions. The findings suggest grievance handling is not readily accommodated within devolved HR structures. The role of HR staff in grievance processes can be ill-defined and show wide variation, causing problems for both line managers and employees. This can lead to negative outcomes and damage the credibility of the HR department. The insights from this study are intended to initiate debate concerning the potential roles of HR practitioners in grievance handling.

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“…Problem çözme, bilgi ve becerilerin kullanılarak problemin çözümü için gerekli çabanın gösterildiği zihinsel bir süreç olarak tanımlanmaktadır (Bingham, 2004). Kim ve arkadaşlarına (2010;akt.…”

Section: Introductionunclassified

Li̇se Öğrenci̇leri̇nde Problem Çözme Beceri̇leri̇ni̇n Akilci Olmayan İnanç Düzeyi̇ Ve Karar Verme Sti̇lleri̇ne Göre Yordanmasi

Uygur

2018

Elektronik Sosyal Bilimler Dergisi

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The aim of this study is to predict the problem-solving skills of high school students according to irrational beliefs and decision making styles. The sample group of study consisted of 223 (150 girls and 73 boys) voluntary high school students in Istanbul. Problem Solving Inventory, Melbourne Decision Making Scale, Irrational Beliefs Scale-Adolescent Form and Personal Information Form were used as data collection tools in the study. After the data was entered with SPSS 22 package, Multiple Linear Regression and Pearson Korelation analysis was applied in the study. According to the findings, the problem-solving showed negative correlations with irrational beliefs, panic decision-making style, delaying decision-making style, shy-away decision-making style; positive correlations with careful decision-making style. Irrational beliefs and decision-making styles accounted for the 85% of the variance for the problem solving. But the deceptive decision-making style and the shy-away decision-making style are not significant predictors of problem solving alone. The findings were discussed in the light of relevant literature and suggestions were presented.

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Employment dispute resolution: The case for mediation

Cited by 66 publications

References 34 publications

Reframing workplace relations? Conflict resolution and mediation in a primary care trust

Reframing workplace relations? Conflict resolution and mediation in a primary care trust

Employment rights disputes: what is the role of HR professionals?

Li̇se Öğrenci̇leri̇nde Problem Çözme Beceri̇leri̇ni̇n Akilci Olmayan İnanç Düzeyi̇ Ve Karar Verme Sti̇lleri̇ne Göre Yordanmasi

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