Conflict and Its Resolution in the Changing World of Work

From ILR Review

by Harry C. Katz

The papers in this special symposium collection examine conflict resolution with a specific focus on workplace conflict. Although managers sometimes claim that workplace conflict is a thing of the past having been eliminated by attitude surveys, open door policies, or other complaint procedures, there is much evidence that conflict persists. Just look at the conflicts that have surfaced over allegations of sexual harassment, including claims that firms such as Google have rewarded alleged perpetrators with large severance bonuses. Also in the news are stories about Starbucks baristas and Amazon warehouse workers who feel dissatisfied and disrespected. Among other things, these stories show that workplace conflict is found in firms that are otherwise thought of as cutting edge and innovative. There clearly is a need for research that clarifies the issues at hand and policy alternatives that can address employee concerns.

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Distinctive features of the papers in this special issue are their focus on workplace conflict, their analysis of original data guided by innovative theory, and the fact that although a number of the papers examine US developments, several provide comparative analysis.

The papers examine one or more of the following questions:

  1. Why do parties choose to make use of one or another particular procedure to address conflict?

  2. Which procedures are especially effective at resolving conflict and why?

  3. Do particular procedures produce outcomes that favor labor or

    management?

  4. How do conflict resolution procedures fit within the evolution of

    national employment relations systems?

  5. To what extent are other countries imitating US conflict resolution

    procedures, and if not, why not?

In addition to their attention to contemporary issues, the papers in this volume are analytically sharp and provide a wealth of new insights and evidence.