Abstract
The promotion of mediation and other alternative forms of employment dispute resolution have largely been driven by a business case revolving around efficiency benefits compared with conventional rights-based processes and the potential of costly litigation. In both the USA and the UK, the spectre of legal action and consequent costs has seen organizations turn towards mediation, viewed as offering a greater likelihood of resolution and savings in terms of staff time relative to grievance and disciplinary procedures (see Latreille and Saundry 2014). However, it has also been argued that mediation can have positive ‘upstream’ effects, acting as a catalyst for wider changes in the way organizations manage individual conflict. For example, there is evidence that it fosters conflict-handling skills (Anderson and Bingham 1997; Kressel 2006) and can enhance employer–employee relationships (Seargeant 2005). In the UK, the government has promoted mediation on the grounds that it can help transform ‘employer–employee relationships, the development of organizational culture and the development of “high-trust” relationships’ (BIS 2011: 3).
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsNotes
- 1.
The statements are adapted from an online conflict audit offered by The Conflict Resolution Centre (http://www.conflictresolutioncentre.co.uk).
References
Anderson, J., & Bingham, L. (1997). Upstream effects from mediation of workplace disputes: Some preliminary evidence from the USPS. Labor Law Journal, 48, 601–615.
Bellman, H. (1998). Some reflections on the practice of mediation. Negotiation Journal, 14, 205–210.
Bingham, L. B. (2004). Employment dispute resolution: The case for mediation. Conflict Resolution Quarterly, 22(1–2), 145–174.
Bingham, L. B., Hallberlin, C., Walker, D., & Chung, W. (2009). Dispute system design and justice in employment dispute resolution: Mediation at the workplace. Harvard Negotiation Law Review, 14, 1–50.
BIS (Department of Business, Innovation and Skills) (2011). Resolving workplace disputes: A consultation. London: BIS.
Bleiman, D. (2008). ‘Should I try mediation?’ A discussion paper for trade union members. Available from: http://www.scottishmediation.org.uk/downloads/Mediationunionmemberdiscussion.pdf. Accessed 22 August 2008.
CIPD (2008). Workplace mediation – How employers do it? London: CIPD.
Colvin, A. J. S. (2003). Institutional pressures, human resource strategies, and the rise of non-union dispute resolution procedures. Industrial and Labor Relations Review, 56(3), 375–392.
Corby, S. (1999). Resolving employment rights disputes through mediation: The New Zealand experience. London: Institute of Employment Rights.
Gibbons, M. (2007). A review of employment dispute resolution in Great Britain. London: DTI.
Harris, L., Tuckman, A. and Snook, J. (2008). Small firms and workplace disputes resolution. Acas Research Paper, 01/08.
Johnston, T. (2008). Knowledge and use of mediation in SMEs. Acas Research Paper, 02/08.
Kochan, T., Lautsch, B., & Bendersky, C. (2000). An evaluation of the Massachusetts commission against discrimination alternative dispute resolution program. Harvard Negotiation Law Review, 5, 233–274.
Kressel, K. (2006). Mediation revisited. In M. Deutsch, & P. Coleman (Eds.), The handbook of constructive conflict resolution: Theory and practice. San Francisco: Jossey-Bass.
La Rue, H. (2000). The changing workplace environment in the new millennium: ADR is a dominant trend in the workplace. Columbia Business Law Review, 2000(3), 453–498.
Latreille, P. L. (2011). Workplace mediation: A thematic review of the Acas/CIPD evidence. Acas Research Paper, 13/11.
Latreille, P., & Saundry, R. (2014). Workplace mediation. In W. K. Roche, P. Teague, & A. Colvin (Eds.), Oxford handbook of conflict management in organizations. Oxford: Oxford University Press.
Latreille, P., Buscha, F., & Conte, A. (2012). Are you experienced? SME use of and attitudes towards workplace mediation. International Journal of Human Resource Management, 23(3), 590–606.
Lipsky, D., & Seeber, R. (2000). ‘Resolving workplace disputes in the United States: The growth of alternative dispute resolution in employment relations’ [Electronic version]. Journal of Alternative Dispute Resolution, 2, 37–49.
Lipsky, D., Seeber, R., & Fincher, R. (2003). Emerging systems for managing workplace conflict: Lessons from American Corporations for managers and dispute resolution professionals. San Francisco: Jossey-Bass.
Lynch, J. F. (2001). Beyond ADR: A systems approach to conflict management. Negotiation Journal, 17(3), 207–216.
Lynch, J. (2003). Are your organization's conflict management practices and integrated conflict management system?. Available from: http://www.mediate.com//articles/systemsedit3.cfm. Accessed 15 April 2013.
Mareschal, P. (2002). Mastering the art of dispute resolution: Best practices from the FMCS. International Journal of Public Administration, 25, 1351–1377.
Olson-Buchanan, J., & Boswell, W. (2008). An integrative model of experiencing and responding to mistreatment at work. Academy of Management Review, 33(1), 76–96.
Pope, S. (1996). Inviting fortuitous events in mediation: The role of empowerment and recognition. Mediation Quarterly, 13(4), 287–295.
Rahim, N., Brown, A., & Graham, J. (2011). Evaluation of the Acas code of practice on disciplinary and grievance procedures. Acas Research Paper, 06/11.
Reynolds, C. (2000). Workplace mediation. In M. Liebmann (Ed.), Mediation in context. London: Jessica Kingsley.
Robinson, P., Pearlstein, A., & Mayer, B. (2005). DyADS: Encouraging ‘dynamic adaptive dispute systems' in the organized workplace. Harvard Negotiation Law Review, 10, 339–382.
Saundry, R., McArdle, L., & Thomas, P. (2013). Reframing workplace relations? Conflict resolution and mediation in a primary care trust. Work, Employment and Society, 27(2), 221–239.
Saundry, R., & Wibberley, G. (2012). Mediation and informal resolution – A case study in conflict management. Acas Research Paper, 12/12.
Saundry, R., & Wibberley, G. (2014). Workplace dispute resolution and the management of individual conflict – A thematic analysis of 5 case studies. Acas Research Paper, 06/14.
Seargeant, J. (2005). The Acas small firms mediation pilot: Research to explore parties’ experiences and views on the value of mediation. Acas Research Paper, 04/05.
Sherman, M. (2003). Mediation, hype and hyperbole: How much should we believe? Dispute Resolution Journal, 58(3), 43–51.
Singletary, C., Shearer, R., & Kuligokski, E. (1995). Securing a durable mediation agreement to settle complex employment disputes. Labor Law Journal, 46, 223–227.
Sulzner, G. (2003). Adjudicators (arbitrators) acting as mediators: An experiment in dispute resolution at the Public Service Staff Relations Board of Canada. Journal of Collective Negotiations in the Public Sector, 30, 59–75.
Ury, W., Brett, J. M., & Goldberg, S. B. (1988). Getting disputes resolved: Designing systems to cut the costs of conflict. San Francisco: Jossey-Bass.
Wood, S., Saundry, R., & Latreille, P. (2014). Analysis of the nature, extent and impact of grievance and disciplinary procedures and workplace mediation using WERS2011. Acas Research Paper, 10/14.
Author information
Authors and Affiliations
Corresponding authors
Editor information
Editors and Affiliations
Copyright information
© 2016 The Author(s)
About this chapter
Cite this chapter
Latreille, P., Saundry, R. (2016). Transforming the Culture of Conflict Management: Lessons from In-House Mediation. In: Saundry, R., Latreille, P., Ashman, I. (eds) Reframing Resolution. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-51560-5_15
Download citation
DOI: https://doi.org/10.1057/978-1-137-51560-5_15
Published:
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-137-51559-9
Online ISBN: 978-1-137-51560-5
eBook Packages: Business and ManagementBusiness and Management (R0)