Improved Metrics for Workplace Dispute Resolution Procedures: Efficiency, Equity, and Voice

Abstract

Many debates surround systems for resolving workplace disputes. In the United States, traditional unionized grievance procedures, emerging nonunion dispute resolution systems, and the court-based system for resolving employment law disputes have all been criticized. What is missing from these debates are rich metrics beyond speed and satisfaction for comparing and evaluating dispute resolutions systems. In this paper, we develop efficiency, equity, and voice as these standards. Unionized, nonunion, and employment law procedures are then qualitatively evaluated against these three metrics.

Justice or Just between Us? Empirical Evidence of the Trade-off between Procedural and Interactional Justice in Workplace Dispute Resolution

“…In spite of repeated calls for empirical research in this area, as other researchers have observed, little is known about how implementation of DRSs affects organizational justice and organizational commitment for that vast share of employees who never bring complaints through the system (Budd and Colvin 2008;Mahony and Klaas 2008). Much has been said about employee/claimants and their experiences with dispute resolution.…”

Evaluating Conflict between Employees: Exploring the Costs to an Organization

“…Another area of interest is the way in which companies can address the grievances of both individuals, as well as groups of people such as union members, who may feel they are not treated fairly by corporate leaders. The focus of such research has been both about how these grievances begin in the first place and how negotiations can be carried out to end the grievances and the feelings of conflict with organizations to minimize loss of productivity (Budd & Colvin, 2008). Even more, the researchers noted specific ways in which organizational performance is impacted before, during, and after the negotiation process and how organization members feel about the outcome of the negotiation (Budd & Colvin, 2008).…”

Influence of Industrial Relations on the Management of Industrial Dispute (A Study of Selected Private Enterprises in Delta State)

“…Odhong et al [11] explores the scope of modern industrial relations and the paradigm shift required in industrial relations practice to promote organizational productivity and competitiveness. Non experimental research design and evaluative techniques of analysis have been employed.…”

“…Odhong and Omolo [11] sought to analyze factors affecting employee relations in organizations in Kenya. Their study adopted descriptive research design and a target population of 420.…”