scholarly journals Workplace Conflict Management: Legal Intentions Versus Managers' Experiences

2013 ◽  
Author(s):  
Gaye Greenwood ◽  
Erling Rasmussen
Keyword(s):  
Conflict Management ◽  
Conflicts Of Interest ◽  
Employment Relationship ◽  
Relational Trust ◽  
Employment Relations ◽  
Mutual Trust ◽  
Structured Interviews ◽  
Senior Leaders ◽  
Workplace Conflict ◽  
Judicial Intervention

The Employment Relations Act 2000 directs employees and employers to resolve employment relationship problems (ERP’S) early without judicial intervention. The goal is to ‘build mutual trust and confidence in all aspects of the employment environment’. However, the policy intentions to focus on early resolution through problem solving, interest based negotiation, facilitation and mediation have not been researched at the level of the workplace. Drawing on conflict events in the primary school sector this paper investigates the theme of relational trust. The preliminary findings reported in this paper have emerged from a qualitative study that involved semi-structured interviews with a range of actors. A preliminary analysis identified situations where parties had resolved problems without damaging trust by implementing reflective collaborative interest based processes. In spite of identifying positive outcomes of conflict events, principals and senior leaders reported that trust was damaged when competition for performance based remuneration fuelled conflict and when complaints from parents escalated. These findings highlighted the special nature of conflict management in schools where the goal of ‘mutual trust and confidence in all aspects of the employment environment’ may be vulnerable to complex conflicts of interest in the employment relationship in the New Zealand primary education sector.

scholarly journals Trust as the cement in the employment relationship? The role of trust in different workplace employment relations regimes

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bernd Brandl
Keyword(s):  
Information Sharing ◽  
Employment Relationship ◽  
Employment Relations ◽  
Mutual Trust ◽  
Firm Level ◽  
Data Set ◽  
Content Type ◽  
Employee Representation ◽  
Functional Equivalent

PurposeThis paper addresses the puzzle of why the same workplace employment relations regimes can lead to different performances and why different regimes can produce the same performance. It is argued that the incidence of mutual, and not necessarily unilateral, trust between the employee representation and the management accounts for these differences, as mutual trust fosters information sharing and helps to strike deals that are mutually beneficial. Against the background that the institutional and organizational characteristics of some workplace employment relations regimes also constitutes information sharing and joint decision making, the author further argues that mutual trust is a functional equivalent.Design/methodology/approachMethodologically, the article is international and cross-country comparative in nature and conducted on the basis of a unique, large and transnational comparable data set of the employment relationship at firm level in eleven countries.FindingsOur results show that strong mutual trust is associated with significantly higher incidences of increases in firm profitability, regardless of the workplace employment relations regime in which the firms are embedded.Practical implicationsThe results clearly indicate that trust between the employee representation and the management works as a functional equivalent to performance enhancing employment relations regimes. Therefore, some policy recommendations and imposed institutional reforms of employment relations regimes by the IMF and the European Central Bank in some countries are sub-optimal and might not have been necessary. Trust building initiatives between the employee representation and the management are therefore an alternative, which is less conflictual and could have the same effect on the performance of firms.Originality/valuePrevious analyses on differences in the performance effects of workplace employment relations regime concentrated almost exclusively on institutional factors. Factors that account for differences in the functioning of regimes such as in particular the role of trust were not considered before. Against this background, the originality of this analysis is that it clearly shows that it is not sufficient to consider only the institutional and organizational structure of regimes, but it is essential for a better understanding of the effects of the employment relationship to consider factors which account for the functioning of the regimes such as, in particular, trust.

CONFLICT MANAGEMENT IN INTERACTION BETWEEN GOVERNMENT AND PUBLIC

2017 ◽  
Author(s):  
Mykola Somych ◽  
◽  
Yuiiia Vakulenko ◽  
Liudmyla Horbatiuk ◽  
Yurii Kovryzko ◽  
...  
Keyword(s):  
Conflict Management ◽  
Local Governments ◽  
Conflicts Of Interest ◽  
Alternative Methods ◽  
Personal Interest ◽  
Public Authorities ◽  
Conflict Situations ◽  
Legitimate Interests ◽  
System Of Parameters ◽  
Political Economic

The article summarizes the theoretical principles of defining the concept of «mechanism», «conflict management mechanism». The main types of conflicts according to the Law of Ukraine «On Civil Service» are clarified: official disputes and conflicts of interest – a situation in which the personal interest of a civil servant affects or may affect the objective performance of his duties and in which there is or may occur contradictions between the personal interest of the employee and the legitimate interests of citizens, organizations, society. The main types of conflict management mechanisms are identified: organizational, legal and socio-psychological, taking into account objective and subjective factors, which covers a system of parameters, sequential actions, a set of methods and measures of socio- psychological nature. The causes of conflict situations in the interaction of public authorities and the public are substantiated: objective (social, political, economic, ideological factors) and subjective (derived from objective). Conflict fields of contradictions that arise in the process of interaction are depicted: legislative principles, political sphere, personnel policy, undemocratic worldview of managers, economic competence. The analysis of the main conflict fields of contradictions of local governments of Poltava region is carried out. New, alternative methods of conflict resolution have been formed: competition, adaptation, compromise, avoidance, cooperation, their general characteristics have been determined. Officials were invited to use the open conversation technique in order to reach a compromise.

scholarly journals PROCESSUAL ANTECEDENTS OF PERCEIVED CHANNEL CONFLICT IN FRANCHISING

2014 ◽  
Vol 15 (2) ◽  
pp. 316-334 ◽  
Author(s):  
Scott K. Weaven ◽  
Debra A. Grace ◽  
Lorelle Frazer ◽  
Jeffery Giddings
Keyword(s):  
Conflict Management ◽  
Information Search ◽  
Information Quality ◽  
Information Dissemination ◽  
Current Knowledge ◽  
Relational Trust ◽  
Exchange Relationships ◽  
Open Communication ◽  
Post Entry ◽  
The Relationship

In this study, we develop and examine the network of relationships explaining perceived conflict in franchise relationships from a franchisee perspective. Our research contributes to the current knowledge of asymmetric exchange relationships through demonstrating the importance of a franchisee's expectations confirmation, relational trust and relationship satisfaction in franchisee assessments of network conflict. The goal of this paper is to empirically examine (1) the relationship between franchisee perceptions of information quality (information dissemination and information search) and the confirmation of franchisee performance expectations, (2) franchisee characterizations of their relationships with their franchisors in terms of relational sentiments such as trust and relational satisfaction, communication and conflict management, (3) the relationship between franchisee satisfaction and perceived conflict, and (4) the moderating effect of franchisee experience on the relationship between franchisee satisfaction and franchisee perceptions of conflict. Empirical results, utilizing a sample of 345 franchisees in Australia, present strong evidence for the support of nine of the ten hypotheses drawn from the conceptual model. Specifically, data reveal that in an effort to cultivate a network of cooperative and satisfied franchisees, franchisors should adopt strategies that promote the timely dissemination of relevant and meaningful pre- and post-entry information, open communication exchange, transparent conflict management systems and personalized support in accommodating individual franchisee needs.

Leadership and organizational ambidexterity

2016 ◽  
Vol 35 (6) ◽  
pp. 778-788 ◽  
Author(s):  
Saša Baškarada ◽  
Jamie Watson ◽  
Jason Cromarty
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Design Methodology ◽  
Organizational Ambidexterity ◽  
Structured Interviews ◽  
Senior Leaders ◽  
Content Type ◽  
Organizational Mechanisms ◽  
Exploratory Innovation ◽  
Transactional And Transformational Leadership

Purpose – The purpose of this paper is to answer calls for more research on how leaders may promote organizational ambidexterity (i.e. exploitation and exploration), and how such behaviors relate to transactional and transformational leadership styles. Design/methodology/approach – The findings presented in this paper are based on semi-structured interviews with 11 senior leaders in Australian Defence. Findings – This paper identifies three organizational mechanisms that leaders rely on to promote exploitation, and five behaviors that leaders rely on to promote exploration. These mechanisms and behaviors closely match transactional and transformational leadership styles, respectively. Originality/value – This paper provides support for the leadership ambidexterity construct, and for the thesis that transformational leadership is appropriate in the context of exploratory innovation, while transactional leadership is appropriate in the context of exploitative innovation.

scholarly journals Analysis of motivation for acting subjects in diagnostics of occupational diseases

2020 ◽  
Vol 99 (11) ◽  
pp. 1217-1221
Author(s):  
Alexey D. Trubetskov
Keyword(s):  
Occupational Health ◽  
Conflict Of Interest ◽  
Occupational Diseases ◽  
Detection Rate ◽  
Conflicts Of Interest ◽  
Structured Interviews ◽  
Financial Interest ◽  
Medical Institutions ◽  
Professional Longevity ◽  
Detection And Diagnosis

Introduction. There is a shallow detection rate of occupational diseases in Russia. A large number of acting subjects are usually involved in the diagnosis of diseases. There is considered the current cooperation between the acting subjects responsible for diagnostics of occupational diseases in various modes. Material and methods. A search was conducted for data that described the main trends concerning conflict of interest in occupational health. Questionnaires and semi-structured interviews were conducted on issues related to the diagnosis of occupational diseases of specialists working in various branches of this field of medicine Results. The author performed the analysis of existing conflicts of interest in acting subjects in the detection and diagnosis of occupational diseases and established the most significant acting subjects. Among them the most pronounced conflicts of interest were shown to be determined by employers (as institutions, and specific managers and doctors performing examinations of workers in harmful conditions, and the managing stuff of these medical institutions, as well as by the employees themselves, who are subject to these examinations. When analyzing the motivation of acting subjects, the primary and financial interest was shown to have less significance than the secondary one. Mutual connectivity in the implementation of secondary interests adjudicates a persistent configuration, which determines both the low detection rate of occupational diseases, including at early stages, and lack of opportunities for prolonging professional longevity. The existence of a conflict of interest is not evil in itself. Still, its resolution is always associated with obtaining benefits, including the entire country’s level (saving the lives of the working population). Conclusion. To increase staff lifespan and work longevity through the analysis of all acting subjects, it is necessary to improve managing decisions to achieve the predominant primary interests. The study of the conflicts of interest can be an effective method of understanding and improving the health system in occupational health to preserve public health and increase the working population’s longevity.

The Impact of Culture on Workplace Conflict in the Caribbean

2014 ◽  
pp. 1352-1366
Author(s):  
Susan Scott
Keyword(s):  
Decision Making ◽  
Conflict Management ◽  
Business Performance ◽  
Relationship Management ◽  
Cross Cultural ◽  
Human Relationship ◽  
Workplace Conflict ◽  
The Caribbean ◽  
East And West ◽  
The Impact

There are many subtleties within a culture that affect decision-making. Lack of understanding of these nuances enhances the mystique of cross-cultural business. Global managers need to better understand trans-cultural decision-making to maximize the benefits of alliances and business relationships abroad. One of these subtleties, often discussed in relation to business in the Orient, is conflict management. The notion of “face” and the importance of individual honor pervade cultural briefing materials on countries such as Japan. It is a defining difference in human relationship management between East and West. Yet when dealing with employees in nations speaking the same language, as a U.S. manager to a Caribbean manager, one often fails to account for equally significant differences in managing conflict. This chapter discusses the impact of culture-specific attitudes concerning workplace conflict on business performance in the Caribbean, using examples specifically from Grenada.

scholarly journals P21 Feasibility of the Learning and Exercise to Avert Pain (LEAP) programme: an evaluation of a group therapy intervention for young people with chronic musculoskeletal pain

Rheumatology ◽  
2019 ◽  
Vol 58 (Supplement_4) ◽  
Author(s):  
Hannah Wong ◽  
Margaret Wheeler ◽  
Jennifer Nisbet ◽  
Janet McDonagh ◽  
Verna Cuthbert
Keyword(s):  
Young People ◽  
Musculoskeletal Pain ◽  
Conflicts Of Interest ◽  
Outcome Data ◽  
Free Text ◽  
Electronic Patient Records ◽  
Structured Interviews ◽  
Group Setting ◽  
Adolescent Anxiety

Abstract Background Chronic idiopathic musculoskeletal pain (CIMSKP) has become increasingly recognised as a major cause of morbidity in adolescents. In view of increasing referrals to a paediatric rheumatology centre, the Learning and Exercise to Avert Pain (LEAP) intervention was designed as an approach to pain management within a group setting, led by an occupational therapist and a physiotherapist. It involves 2 hour weekly sessions for 6 weeks and includes education, gym activities and relaxation sessions with routine collection of Pain VAS, CHAQ, Bath Pain questionnaires (adolescent BAPQ and parent BAPQ-p forms) at baseline, end of LEAP and 3 months follow-up. We aim to assess the feasibility and impact of LEAP for adolescents with CIMSKP. Methods Young people who had been referred for the LEAP programme were identified (n = 46). Basic demographics and questionnaire scores were collected from electronic patient records and therapy notes. Feasibility was assessed by delivery of programme and percentage completion of questionnaires at three time-points. Semi-structured interviews were conducted with healthcare professionals involved in the programme and analysed using thematic analyses as were any free text comments on the BAPQ from adolescents and parents. Statistical analysis of the outcome data was performed using paired t-tests and SPSS software (v22). Results 46 adolescents were identified: 85% female, median age 16 years (range 10 to 19). 34 participated in LEAP, 12 received 1:1 therapy. Feasibility of programme delivery was achieved with completion of all six sessions. Completion rates for all 3 measures for adolescents/parents at baseline, end of programme review and follow up were 78.6/71.4%, 64.3/71.4%, and 45.5/36.4% respectively. Adolescent scores indicated a significant increase in impairment in the development subscale scores on BAPQ from baseline to programme end (p = 0.021) although not at follow up. Parent scores for adolescent anxiety and pain-specific anxiety on BAPQ-p increased significantly from end of programme to follow-up (p = 0.017, p = 0.034 respectively). Parents scored higher than adolescents for most outcomes. The qualitative data (available for 11 adolescents, 12 parents) revealed that parents and adolescents appreciated learning coping techniques and gaining a greater understanding of chronic pain. The intervention was perceived to be socially beneficial in particular but imperfect in terms of data collection by the professionals interviewed (n = 2). Conclusion Baseline demographics of the LEAP participants echoed current literature. Delivery of the programme was feasible and the programme was positively received by young people, their parents and professionals alike. The increase in adolescent development subscale scores following the programme could represent increased self-reflection and/or peer to peer observations as a result of the group setting but needs longer term follow-up data to clarify further. The increase in parental anxiety highlights the need for a concurrent session for parents. Routine collection of objective measures remains challenging in non-research setting. Conflicts of Interest The authors declare no conflicts of interest.

Managing Family-Related Conflicts in Family Businesses: A Review and Research Agenda

2019 ◽  
Vol 33 (1) ◽  
pp. 90-113 ◽  
Author(s):  
Hong Qiu ◽  
Mark Freel
Keyword(s):  
Conflict Management ◽  
Family Business ◽  
Research Agenda ◽  
Conflicts Of Interest ◽  
Management Strategies ◽  
Family Businesses ◽  
Third Party ◽  
Third Party Intervention ◽  
Work Family ◽  
Conflict Research

This review examines how family businesses manage family-related conflicts that occur at three interfaces: family-business, family-ownership, and family-business-ownership. We find that work-family conflicts, conflicts of interest, and relationship conflicts are prevalent family-related conflicts. Four conflict management strategies are frequently used to deal with these conflicts: vacillation, domination, separation, and third-party intervention. The popularity of these strategies is influenced by some unique characteristics of family businesses, such as high emotional attachment among family members. By integrating insights from the broader conflict research, paradox and dialectic studies, we develop a research agenda targeted at better connecting family-related conflicts to conflict management strategies.

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