Mediating Hierarchical Labor Conflicts: Procedural Justice Makes a Difference—for Subordinates

Bollen, Katalien; Ittner, Heidi; Euwema, Martin

doi:10.1007/s10726-011-9230-1

Cited by 22 publications

(34 citation statements)

References 40 publications

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“…Empirical research on workplace mediation effectiveness has shown that, in general, mediation has good settlement rates, varying from 60 percent to 80 percent (Kim et al 1993;Mareschal 2005;Wood and Leon 2005;Swaab and Brett 2007;Poitras and Le Tareau 2009), with some variation depending on, for example, conflict intensity, type of conflict before the mediation (i.e., relationship conflict versus goal conflict) (Swaab and Brett 2007), as well as parties' collaborative orientation, relationship hostility, and the mediator's skill base (Mareschal 2005). Study findings also indicate that most participants feel satisfied with the mediation process, its outcomes, and the mediator and have a high level of confidence in the agreement (Poitras and Le Tareau 2009;Bollen, Euwema, and M€ uller 2010;Bollen, Ittner, and Euwema 2012).…”

Section: Introductionmentioning

confidence: 88%

“…Most of the studies of other types of mediation have shown that parties perceive mediation effective in the long term (Van Slyck, Stern, and Newland ; Pruitt et al ; Donnelly and Ebron ; Kaiser and Gabler ), although some others were more ambiguous (Emery, Matthews, and Kitzmann ). In sum, studies show that disputants perceive mediation effective in the short term (Poitras and Le Tareau ; Bollen, Euwema, and Müller ; Bollen, Ittner, and Euwema ) and often also in the long term (Van Slyck, Stern, and Newland ; Pruitt et al ; Donnelly and Ebron ; Kaiser and Gabler ).…”

Section: The Importance Of Studying Long‐term Mediation Effectivenessmentioning

confidence: 99%

“…This could mean that parties in nonexit mediations engage in more collaborative and reconciliatory behavior, leading to greater satisfaction with the mediation compared to those parties involved in exit mediations. Subordinates in exit mediations, in contrast, might experience a high level of uncertainty about their future, which could affect mediation perceptions in a negative way (Bollen, Ittner, and Euwema ), especially if they did not expect a termination of the work contract.…”

Section: Long‐term Effectiveness Of Exit and Nonexit Mediationsmentioning

confidence: 99%

“…Workplace mediations frequently involve hierarchical conflicts, that is, subordinates in conflict with their supervisor, manager, or employer (Uitslag, Kalter, and de Gruil ). Previous studies of this type of mediation have shown that the relative hierarchical positions that parties occupy affect their perceptions of mediation effectiveness in the short term (Bollen, Euwema, and Müller ; Bollen, Ittner, and Euwema ; Bollen and Euwema ; Bollen, Verbeke, and Euwema ). Therefore, our second question is to what extent supervisors and subordinates perceive mediation effectiveness differently over the long term.…”

Section: Introductionmentioning

confidence: 99%

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The Long‐Term Effectiveness of Mediating Workplace Conflicts

Kalter¹,

Bollen²,

Euwema³

2018

Negotiation Journal

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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.

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Section: Introductionmentioning

confidence: 88%

Section: The Importance Of Studying Long‐term Mediation Effectivenessmentioning

confidence: 99%

Section: Long‐term Effectiveness Of Exit and Nonexit Mediationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The Long‐Term Effectiveness of Mediating Workplace Conflicts

Kalter¹,

Bollen²,

Euwema³

2018

Negotiation Journal

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“…For example, Bollen et al. (, ) indicate that hierarchy affects parties' perceptions and evaluations of mediation in labor conflicts, with subordinates perceiving the mediation significantly more negative than supervisors. As mediation aims for a win–win solution that satisfies parties to a similar extent, the appropriateness of mediation for hierarchical labor conflicts can be questioned (see Agusti‐Panareda, ; Gewurz, ).…”

mentioning

confidence: 99%

The Role of Hierarchy in Face‐to‐Face and E‐Supported Mediations: The Use of an Online Intake to Balance the Influence of Hierarchy

Bollen

Euwema

2013

Negotiation Conflict Man Res

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This study investigates the effects of hierarchical differences on mediation satisfaction in e-supported mediations compared to face-to-face mediations. Specifically, we compare face-to-face mediations and mediations in which an online intake is used before the joint face-to-face session (hybrid types of mediation). We assume that the use of an online intake before the joint mediation mitigates the effects of hierarchy on parties' satisfaction with the mediation. To test our hypotheses, we use data from real mediation cases dealing with hierarchical labor conflicts in the Netherlands. In line with our hypothesis, results show that supervisors feel more satisfied with the mediation when involved in a face-to-face mediation, but subordinates and supervisors feel equally satisfied when an online intake is used before the mediation. Implications for mediation theory and practice are discussed.Organizations are usually characterized by hierarchy, the most common form of social organization (Halevy, Chou, & Galinsky, 2011;. Consequently, a substantial part of organizational conflicts can be labeled as hierarchical conflicts (Rahim, 2001). The occupation of a certain hierarchical position is usually tied with an unequal distribution of formal power and asymmetric control over valued resources (Ridgeway, 2001;Van de Vliert, Euwema, & Huismans, 1995) and transforms how people construe and approach the world (Anderson & Berdahl, 2002;Fitness, 2000;Guinote, 2007;Keltner, Gruenfeld, & Anderson, 2003). Whereas the world of subordinates is filled with real and psychological shackles, supervisors feel free to behave as they like (Fast, Gruenfeld, Sivanathan, & Galinsky, 2009). Supervisors are less sensitive for external factors, compared with subordinates, if these factors are not directly instrumental for supervisors to accomplish their goals (Hollander, 1958). Once established, the effects of hierarchy persist through various self-reinforcing psychological and interpersonal mechanisms (Jost, Banaji, & Nosek, 2004;.Such hierarchy effects have also been shown to impact negotiations (e.g., De Dreu & Van Kleef, 2004;Kim, Pinkley, & Fragale, 2005;Van Kleef, De Dreu, Pietroni, & Manstead, 2006), conflict (e.g., de Reuver, 2006Fitness, 2000;Kabanoff, 1991), and mediation (e.g., Bollen, Euwema, &M€ uller, 2010;Bollen, Ittner, & Euwema, 2012). For example, Bollen et al. (2010 indicate that hierarchy affects parties' perceptions and evaluations of mediation in labor conflicts, with subordinates perceiving the mediation significantly more negative than supervisors. As mediation aims for a win-win solution that satisfies parties to a similar extent, the appropriateness of mediation for hierarchical labor conflicts can be questioned (see Agusti-Panareda, 2004;Gewurz, 2001). In this article, we identify a form of mediationNegotiation and Conflict Management Research

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State of Knowledge: Conflict Coaching Theory, Application, and Research

Brinkert

2016

Conflict Resolution Qtrly

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Th is article begins by revisiting the origins of confl ict coaching to recC onfl ict coaching is primarily a dyadic process in which a coach trained in confl ict resolution or executive coaching works with a client to develop the client ' s confl ict-related understanding, interaction strategies, and interaction skills (Brinkert 2006 ). It emerged and gained prominence in the confl ict resolution fi eld largely because one or more parties did not want to participate in mediation (Tidwell 1997 ). Its uses have become considerably more varied. Th is article retraces and updates writing on the origins of confl ict coaching before providing a thorough overview of what has been accomplished in the area since 2005. Th e article concludes by off ering six propositions to make sense of the state today and suggest directions of growth for confl ict coaching.

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Mediating Hierarchical Labor Conflicts: Procedural Justice Makes a Difference—for Subordinates

Cited by 22 publications

References 40 publications

The Long‐Term Effectiveness of Mediating Workplace Conflicts

The Long‐Term Effectiveness of Mediating Workplace Conflicts

The Role of Hierarchy in Face‐to‐Face and E‐Supported Mediations: The Use of an Online Intake to Balance the Influence of Hierarchy

State of Knowledge: Conflict Coaching Theory, Application, and Research

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