Building Trust and Constructive Conflict Management in Organizations
Chapters (13)
The rapidly changing socioeconomic environment leads organizations to high speed adaptation. In these circumstances, management and workers face several challenges affecting both the trust between the parties and the promotion of constructive conflict management. Industrial relations conflicts and its resolution can take different forms. In this chapter we introduce examples which illustrate this diversity, the challenges in organizations, and give an overview of the chapters in this volume.
Organizations, both in private and public sector, nowadays face major challenges and pressures for change. Changes with often high impact on employees and their working conditions. This puts the employment relations between management and workers to the test. The way how they manage the inevitable tensions and conflicts of interest related to change, is the central focus of this book, in particular the trust and repair of trust between management and employees, and their representatives. How conflicts in organizational industrial relations get shape and are resolved varies from highly destructive to constructive and innovative. In this chapter we start with several examples of this diversity, we explore some of the major challenges in organizations, and give an overview of the chapters in this volume.
What exactly do we mean when we speak of a crisis of trade union representation as in the case of Europe which has more systematic and – in general – legalistic systems of worker representation? What are its causes and what are its effects? In particular, is it a straightforward development, given that there are multiple factors and changes? Is it really a crisis of trade union roles or is it more a case of competing pressures and complexities which require an enhancement of trade union representation given that these social changes in fact also challenge the social and organizational roles of management and the state, let alone just trade unions? The intervention argues that questions of change are multi-dimensional, that trade unions have indeed developed innovative strategies in relation to them, and that a much deeper challenge is the question of how worker representatives cope with the breadth of changes within the workplace, labor market and the social context.
The aim of this chapter is to explore the role of trust and conflict management in Industrial Relations (IR) within organizations. First, we offer a short review of trust and conflict management from different theoretical perspectives. Secondly, this chapter offers an overview of key empirical studies on trust and conflict management in the specific context of industrial relations. We summarize findings relevant for the different partners and set an agenda for future research.
Although conflict and trust have often been considered incompatible, recent studies indicate that managing conflict cooperatively and trust can reinforce each other. This chapter uses recent research to understand how cooperative goals strengthen trust and how trust promotes open-minded discussions that help protagonists resolve their conflicts constructively. These open-minded discussions very much contribute to making industrial relations practices effective. Trust is defined as expectations that another person will promote one’s goals. Cooperative goals strengthen trust as collaborators understand that they can promote their own goals by helping others reach their goals. Trust is critical for fostering open-minded discussions that result in strengthened relationships and mutually beneficial resolutions. In contrast, competitive goals are a basis for suspicious expectations that fosters closed-minded interaction that in turn results in fragmented relationships and deadlock or imposed decisions. Considerable research identifies various strategies that managers and employees have to develop cooperative goals, trust, and open-minded discussions. Then they are empowered to manage their conflicts directly and constructively with each other as they resolve their grievances, negotiate compensation, and in other ways strengthen the work relationships between employees and managers.
This chapter explores the challenge of establishing collaborative negotiations in the workplace. We suggest that asymmetry within key elements of negotiation, such as asymmetry in nature of the management and union constituencies, make it inherently difficult to establish a collaborative dynamic. However, a more constructive cycle of workplace relations can be built through respect, consistency and information exchange.
In this chapter we explore the specific characteristics of industrial relations conflict and focus on the trust building, distrust and trust repair elements. The tree of trust will be presented as a model which conceptualizes these elements in the complex framework of industrial relations.
This chapter describes three interventions performed by one or more of the authors, in order to simultaneously build trust and negotiate substantial deals between management of organizations vis-à-vis employee representatives in their role as works council members. The first intervention case was aimed at restoring trust between management and works council, who experienced various conflicts of interests. The second case aimed at reinforcing trust between management and works council that was still fragile. In the third case, we used trust-reassuring methods to enable an innovative bargaining agreement between management and works council. The three interventions show that by addressing trust issues explicitly, using work methods that help parties express themselves in safe and transparent ways, management and works councils are able to negotiate integrative agreements. Social innovation is then likely to result, due to agreeing on and implementing practices that help organizations as well as their employees to develop optimally.
The traditional collective system of employment relations that dominated much of the twentieth century appears to be less viable in the twenty-first century. In its place we see the individualisation of the employment relationship. In the context of contemporary employment relations, the psychological contract provides a useful analytic framework. Relevant evidence is reviewed showing that trust is central to the psychological contract and has been studied as an antecedent, a correlate and a consequence. The chapter builds on the argument of Fox that much of employment relations is beyond formal contract and therefore susceptible to analysis using the psychological contract. It is demonstrated that this analysis can be conducted at the individual, group and unit/organizational levels, with trust playing a central role, and as such it provides useful insights into contemporary employment relations.
The central issue we address in this contribution is how improving levels of trust in the workplace through genuine employee engagement could make organizations more ‘conflict wise’, or ‘conflict positive’. We contend that employee ‘voice’ is central to the development of trust in the workplace. Although we write from a developing country perspective, we would submit that the ideas advanced here could be of wider import.
Societal and organizational dynamics require innovativeness of organizations and its workers. Creating conditions for creativity and innovation, in turn, demands a climate of cooperation, especially in industrial relations. Research indicates that a number of psychological barriers limit innovativeness in social dialogue – such as poor collaboration and lack of trust between employers, managers, workers’ representatives and employees (Munduate et al 2012). A growing uncertainty and a declining sense of security cause an upsurge in defensive and competitive behavior which understandably leads to erosion and atrophy of trust. As mutual suspicion of both sides increases, social dialogue, so absolutely necessary in organizations, frequently becomes a covert game of gaining the upper hand or erupts in open conflict. Therefore, we are living in times when trust seems to be a scarce and much desired commodity.
The following study aims to carry out a first approximation at the influence that legal norms can have on the construction of mutual trust between parties, which in turn would facilitate a solid and cooperative functioning between them, in order to reach a more effective model of industrial relations. This work arises from the caveat that this topic – and industrial relations in general- is found in a context of conflicts of interests and, therefore, of conflict. However, at the same time conflict relationships must be carried out on a basis of mutual trust between them.
Although the promotion of equality is central to the mainstream field of industrial relations, employment relationships and human resource policies continue to be designed according to the male breadwinner ideal. In this chapter, we examine from a gender perspective some of the antecedents and implications of this phenomenon. We review evidence that many conditions of employment such as wages, job security, or access to power positions have particular negative effects for female employees. At the same time, we underscore the many economic and cultural transformations occurred in the labor market, society and work configurations, which bring new opportunities for women’s advancement in employment conditions. In relation to this, we identify strategies that might help women overcome current obstacles and gender biases, and highlight the role of (and benefits for) IR agents in such transformation toward gender equality.
A common assumption of the works included in this volume is that trust and cooperation are fundamental elements of contemporary industrial relations. This concluding chapter elaborates two ‘grant’ theories that sustain the guiding threat of the book: the theory of Cooperation and Competition, related to the topic of conflict management by promoting constructive controversy between partners, and the Social Exchange theory, related with the distinction between social and economic exchanges in the employment relations, and the expectation of reciprocity as an important social exchange outcome. The chapter addresses some implications for future research to foster the construction of trust and constructive conflict management in organizations.
... В основному вони спрямовані на зміну самої конфліктної ситуації або шляхом впливу на учасників конфлікту або шляхом зміни характеристики об'єкта конфлікту або іншими способами (Рис. 3.14) [41][42][43]. ...
... Ступінь задоволеності чи незадоволеності сторін укладеними мирними домовленостями багато в чому залежить від [40,43]: ...
... Вони також відомі як стилі вирішення конфліктів серед персоналу в організаціях (Рис. 3.16) [43,44]. Рисунок 3.16. ...
Медіаційні навички : навчальний посібник для працівників закладівсоціальної сфери та сфери охорони здоров’я / Сергєєва Аліна, СавченкоВіктор, Нескородєва Інна та ін. Харків : Друкарня Мадрид, 2022. 192 с
... Constructive conflicts rely on teamwork, trust and credibility, performance improvement and common goals. Elgoibar, Euwema, & Munduate (2016) posited that trust is indispensable for constructive conflicts. Constructive conflicts have strong links with SMEs' organizational learning (see fig 1). ...
... Findings show that trust and credibility have strong and significant effects on constructive conflicts within SMEs in Kogi State. This affirms the claim ofElgoibar, Euwema, & Munduate (2016) that building a domain for trust helps in establishment of constructive conflicts. This advances the finding of Ndubisi(2011) that conflict handling styles are significantly associated with trust and commitment. ...
This study focuses on constructive conflicts and organizational learning within SMEs in Kogi State. It examines the effects of trust and credibility, teamwork, performance improvement and common goals on constructive conflicts within SMEs in Kogi State; and ascertained the relationship between gender diversity and constructive conflicts within SMEs in Kogi State. The study uses a survey research approach and multi-stage sampling was adopted, the sample size of 367 was selected. Data were analyzed using both descriptive statistics, Stepwise Multiple Regression (SMR) and Pearson Correlation Matrix. Findings show that trust and credibility, teamwork, performance improvement and common goals have strong and significant effects on constructive conflicts within SMEs in Kogi State. Further, it shows that gender diversity has a significant relationship with constructive conflicts within SMEs in Kogi State. The study concluded that manageable amount of conflict is productive and recommended that SME owners and managers should be committed to long-term constructive conflict approaches, and should pay attention to gender diversity as a critical group contingency.
... The improvement of working conditions and work-life quality for employees has traditionally been accomplished in two different ways: collective bargainingthrough pressure tactics applied by the employees' representatives, and through the Human Resource Practices (HRPs) implemented by organisations. Collective bargaining refers to the negotiation practice legally established between the employees and the representatives, where they agree on their employment conditions, mainly salary, working hours, and holidays (Elgoibar et al., 2016). On the other hand, the HRPs refer to the organisational practices that seek to improve workers' competencies and organisational performance (Beijer et al., 2019). ...
Human Resources Practices (HRPs) and unions coexist in some organisations to manage the employment relationships of the workers. In this study, we analyse how the presence/absence of unions and HRPs are combined in private European organisations, and which of these combinations are related to higher levels of wellbeing and the quality of labor relations. Data come from 24,503 workers of private organisations, obtained from the Sixth European Working Conditions Survey. Latent profiles analysis and different analyses of the variance suggested four different profiles. The profile with the greatest presence of HRPs and union presence is related to the highest levels of employees' wellbeing and quality of labor relations in organisations, whereas those organisations with a low level of union presence or HRPs reached the worst levels in employees' wellbeing and quality of labor relations indicators. The results and their practical implications are discussed.
... Stated that individual will permit themselves to be known to others when he/she believes in the audiences, and where selfdisclosure follows an attitude of love and trust [43]. Contrary to this finding, prior research found that trust and constructive conflict are tightly and positively related, which higher level of trust leads to more cooperative behaviors [44]. The result shows that the amount factor was found to be negatively significantly correlated to collaborating modes (r = -0.154, ...
... Dirks and Ferrin (2001) When trust is affected, different organizational outcomes show changes such as leadership and organizational effectivity, affective commitment, turnover intention, and job satisfaction (Kovač & Jesenko, 2010). There is vast research about the effects of lower trust on stress in the organizational context (Atkinson, 2007;Blöbaum, 2016;Elgoibar, Munduate, & Euwema, 2016), but not much evidence has been collected on the driving force of this effect, which derives from the context (Hommel & Colzato, 2015). The role of interpersonal trust in organizational context has been often recognized as a positive factor in relation to job satisfaction or organizational performance, but the negative effect of too much trust has been also reported (Guinot, Chiva, & Roca-Puig, 2012). ...
Background: Stress at work and gender differences are still some of the most researched
phenomena in psychology. Cultural stereotypes and social roles somehow define gender roles, but mostly the past research does not offer common ground, whether gender differences have a biological dimension. In this study, it is argued that perception itself differs in gender due to cognitive differences between male and female biology. As interpersonal trust and stress are perceptions dependent, their interaction should show significant differences. Trust and stress are negatively correlated and change in the trust is reflected in stress-change. There is no common ground on how gender affects stress or trust, which gender is more affected by stress, or whether there is an actual biological difference.
Objective: To study the gender differences in stress perception at work while controlling for trust.
Design: The sample consisted of 63 participants, 33 males and 30 females, ages 26 to 65 (M = 43.82, SD = 10.075). The data collecting instruments included the PSS inventory and the TRUST-ME inventory. The analysis of covariance (ANCOVA) statistical procedure was
performed using SPSS 24.
Results: After the adjustment for trust scores, there was a medium size effect (ƞₚ²= .064) and significant difference between male’s and female’s PSS scores F(1,59) = 4.061, p = .048 while controlled for trust. There was a negative, but large and significant F(1,59) = 8.820, p > .004, ƞₚ²= .130) relationship between TRUST-ME and PSS scores.
Conclusion: The medium size effect of gender is statistically significant in stress perception, while covariate interpersonal trust is significantly correlated with both, perceived stress and gender. Although the results showed a significant effect of gender on perceived stress, the power of study required a large effect in order to determine meaningful results. The biological dimension of gender should be further explored as a cognitive embodiment of stress has a weak explanatory power as a new discipline. The gender debate is a contextual issue – evidence suggests that a holistic approach with a focus on the contextual dimension provides knowledge that is non-discriminant and meaningful for all stakeholders.
... Knoll and Gill (2011) studied the importance of trustworthiness in predicting trust in supervisors, subordinates, and peers. Hence, the ability to develop trust has become a critical competence in employment relations (Lewicki et al., 1998;Elgoibar et al., 2016). ...
Integrative negotiation in which employers and employees create value is a major necessity in the current challenging context. Collective labor negotiations in organizations are traditionally focused on mostly distributive issues, such as pay, working hours, and holidays. However, the current situation demands the inclusion of other issues of a potentially more integrative nature, such as telework, sustainability, and risk prevention, the enhancement of which is a major challenge for organizations. In this study, we explore the negotiation process between management and employee representatives (ERs), analyzing the roles of trust and trustworthiness. We collected data from 614 human resources managers from different organizations in 11 European countries. The results confirm that ERs who management perceive to be trustworthy have a greater influence on negotiation, particularly with regard to integrative as opposed to distributive issues, and that trust partially mediates this relationship.
... 70-71). Theory of constructive conflict posits that opposing views and opinions are taken with positive intent (Elgoibar et al., 2016). Individuals believe that when dealing with conflicts in a constructive manner, not only the areas of mutual agreement emerge but also the understanding of others' varying views enhances. ...
Purpose
The effect of task conflict on innovative work behavior has yielded inconsistent results pointing to the need to examine the conditions under which task conflict is helpful for employees’ innovative work behavior. This study aims to develop a comprehensive model linking task conflict and innovative work behavior through constructive conflict, positive conflict value, cognitive flexibility and psychological safety.
Design/methodology/approach
Data were collected from 316 supervisor–subordinate dyads working in software development and high-technology companies located in Saudi Arabia. The research model was tested using partial least squares approach.
Findings
Results show that constructive conflict mediates the relationship between task conflict and innovative work behavior. Moreover, positive conflict value and cognitive flexibility mediate the effect of constructive conflict on innovative work behavior. Finally, psychological safety positively moderates the effect of positive conflict value and cognitive flexibility on innovative work behavior.
Originality/value
This study suggests that constructive conflict, cognitive flexibility, positive conflict value and psychological safety are important mechanisms that explain the link between task conflict and innovative work behavior.
... With such a characterization of conflict as a starting point, parties are expected to want to resolve conflicts and scholars compete to find the most efficient way to resolve conflict fast and efficiently (Sandole et al. 2008;Deutsch et al. 2011;Bercovitch et al. 2008;Jeong 2009;Wall Jr and Callister 1995;Poitras and Le Tareau 2008;Avgar 2016). At the same time, some researchers draw a more positive image of conflict, admitting that under some circumstances, conflict can have beneficial effects such as re-establishing power balances, liberating individuals from institutional constraints or increased ingroup cohesion (Deutsch 1994;Putnam 1994;Elgoibar et al. 2016;Jehn et al. 2012). It would seem that in optimal dosages, conflict can have a positive effect on a team by increasing the performance, specifically its creative capacity and innovativeness, and by pulling its members out of their comfort zone. ...
Traditional approaches to conflict are oriented towards establishing (or re-establishing) consensus, either in the form of a resolution of the conflict or in the form of an 'agree-to-disagree' standstill between the stakeholders. In this paper, we criticize these traditional approaches, each for specific reasons, and we propose and develop the agonistic approach to conflict. Based on Chantal Mouffe's agonistic democratic theory, the agonistic approach to conflict is more welcoming of dissensus, replacing discussion stoppers with discussion starters and replacing standstills with contestation. We illustrate such replacements and develop this approach, we analyse technological conflicts in a concrete R&D setting: the global hydrogen economy. From this context, we focus on the conflict between the proponents of blue hydrogen (drawn from fossil fuels) and those of green hydrogen (created through electrolysis). We conclude by highlighting the advantage of the agonistic approach but also drawing attention to its own specific risk, namely, antagonism.
... Trust is perhaps one of the most challenging notions that has concepts hardly agreed upon by researchers [34]. Trust has been examined in various contexts including buyer-seller relationships [19], asset-or skill-sharing in the sharing economy [13], strategic alliances [59], and labor-management negotiations [23]. While trust has various meanings depending on the context in which it is used, the definition by Mayer, Davis, and Schoorman is widely accepted among researchers: "the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or control that other party" [53, p.712]. ...
Consumers' trust in the source of an online review message is largely determined by their trustworthiness beliefs about the source that can potentially influence their willingness to engage in a transaction. While extant research examined consumer trust in a message source (i.e., a reviewer), little attention has been paid to the role of trust transfer within the review platform in forming source trustworthiness perceptions in the e-WOM context; source trustworthiness refers to the extent to which the composer of a review message deserves trust. It is the primary aim of this research to understand how trust transfer between related targets affects a consumer's assessment of online reviews. We empirically examined consumers' e-WOM adoption mechanism from the trust transfer perspective. We constructed a conceptual model based on the elaboration likelihood model and the trust transfer theory, and tested the model using data collected from an online survey conducted on TripAdvisor.com. The findings revealed that trust is transferred from the review site to the community of reviewers and, then, to a specific reviewer, but not directly from the review site to a specific reviewer. It was also found that consumer trust in a specific reviewer and review helpfulness both contribute to review adoption. This study offers some implications from these findings.
... HEIs are seen as multipliers for disseminating SD principles with the ethical obligation to systematically integrate SD into their institutions [6][7][8][10][11][12]. At the same time, it should be noticed that trust management [13][14][15] is the key focus of the sustainability concept [16][17][18][19][20], closely referring to sustainable organizations [21][22][23] and to sustainable business models [24][25][26][27][28][29]. In the context of HEIs, there is an ongoing change from traditional universities, relying upon Newtonian and Cartesian [30] reductionist and mechanistic paradigms, to the more SD focused institutions and the factors/initiatives boosting this change [31,32]. ...
Higher Education Institutions (HEIs) play a crucial role in societies as they enhance the sustainable development of nations. In a context of increasing competition and financial difficulties in higher education institutions, the loyalty of students, faculty and administration staff as well as institutional reputation are key factors for survival and success. They are built upon trust and high quality of services rendered by HEIs. The intentional development of trust serves the purpose of enhancing the quality culture in higher education. The concept of quality culture has become a natural successor of quality management and quality assurance in universities presenting a new perspective for viewing quality at HEIs—as a combination of structural and managerial with cultural and psychological components. This paper provides an elaboration of a novel Trust-Based Quality Culture Conceptual Model for Higher Education Institutions which presents the perceived interconnections between trust and quality culture at HEIs. It can form a source for an inquiry process at HEIs, thus contributing to better contextual diagnosis of the stage where HEI is in the process of building the quality culture based on trust. The findings of this study are important in better understanding the quality culture development in HEIs that is based on trust, loyalty and reputation. It may have an impact on the decision-making processes concerning HEIs’ management. The proposed model contributes to the need for greater clarity, ordering and systematization of the role of trust in the processes of quality culture development.
... Cummings and Bromiley, (1996) define trust in terms of beliefs about negotiating behavior and moderation in exploiting advantages and they claim that trust reduces transactions cost in and between organizations. According to Elgoibar et al., (2016) trust is a basic factor to manufacture intraorganizational relations and collaboration and it has constructive results at relational and group level in associations. Creating trust in associations is testing. ...
Organizations have to have employees who trust each other and the organization in order to reach their goals and to get ahead of their competitors. There is a close relationship between organizational trust and work engagement concepts. The increased trust of an employee to his or her company will make him/her feel part of an organization and increase the employee's commitment to work. The concept of work engagement, which means identification of the individual with his/her job and having an important place of employees' job in the individual's life plays an important role on the performance of individuals and organizations. From this point of view; in the logistics industry which has a rapidly growing, dynamic and intense structure the trust of employees to their organizations and their engagement to work has a significant importance for the companies to stay in the race. In this study, Cummings and Bromiley (1996) Organizational Trust Inventory and Schaufeli et al. (2006) Utrecht Work Engagement Scale are used to investigate the level of organizational trust and work engagement level of logistics employees and whether there is any relationship between these two concepts. Within the scope of the sample, the logistics employees participating in this research have a high level of organizational trust and work engagement. According to the findings of the research, there is a significant relationship between organizational trust and work engagement levels of logistics employees.
... It can also be used to assess whether there are opportunities for further exploiting further the organisation's unique resources or core competencies. The new environment and therefore the strategy should be recalibrated using the following aspects: Economics: values are central Politics: actions cut across political space and political actors Legal: the law should address deep structural causes Psychology: emotions and rationale in the decision making process Social sciences: challenge-dominant discourse and political structures Nowadays, the rapid changing ( Elgoibar, Euwema, Martin & Mundate 2016,) socioeconomic environment leads organisations to high speed adaptation, jeopardising traditional relationships such as national or sectoral collective bargaining. This should be included in the SWOT. ...
This study examines the relationship between ethical leadership (EL), psychological safety (PS), conflict management strategies (CMSs), job performance, and the moderating role of an inclusive environment in non-governmental organizations (NGOs) in Pakistan. Data for this research were collected through quantitative means from NGOs operating in Gilgit-Baltistan, Pakistan. A total of 170 employees from NGOs (females = 44.7%, males = 55.3%) completed the ethical leadership, psychological safety, conflict management strategies, inclusive environment, and job performance scales. We applied structural equation modeling (SEM) for analysis. As compared with previously conducted studies, the findings determined an insignificant moderating role of an inclusive environment. Social identity theory was utilized to delve deeper into the categorization of ingroups and outgroups within the organizations. The implications of this study extend to both researchers and practitioners. Future research will include an exploration of the effectiveness of organizational interventions.
The research aims to explain the role of strategic leadership in achieving constructive conflict between individual employees. The research seeks to address a fundamental problem, which is how to enhance and develop individuals’ awareness, cohesion of the administrative and organizational process, effective participation, and problem solving among individuals within the petroleum products distribution company by activating the role of (focusing on employees, Process efficiency, business development, organizational creativity) and then achieving constructive conflict between the working individuals in a way that serves the interests of the organization and its working individuals. The research took the Petroleum Products Distribution Company/Western Authority as its field, while the community included the formations of the Petroleum Products Distribution Company/branch. Nineveh, from which a sample was taken from the 55 individuals working in it, and using a number of statistical tests in the statistical programming SPSS V 26, and to reach accurate observations of the opinions of the research sample, a questionnaire was designed by resorting to previous studies after their safety was confirmed in accordance with the variables of the study environment, by presenting it to a number of arbitrators, the research reached a number of basic conclusions, the most important of which is the existence of a significant correlation with strategic leadership in constructive conflict. This explains why the Petroleum Products Distribution Company resorted to developing leadership capabilities, represented by focusing on employees and improving Process efficiency and continuous business development can thus stimulate constructive conflict within the organization under study.
Despite ongoing cooperation among firms in industrial clusters, inter-firm conflicts are also prevalent, and little research has explored how these factors impact new product development (NPD) performance. In this study, we examine the influence of inter-firm cooperation and conflicts (i.e., constructive and destructive) on NPD performance, and explore the mediating role of innovation capability (i.e., incremental and radical) and the joint interactive effects of cooperation and conflicts on innovation capability. Based on data collected from a multi-sourced sample of 181 industrial cluster firms, our results confirm that innovation capability mediates the relationship between cooperation/constructive conflict and NPD performance. Specifically, we find that cooperation and constructive conflict positively affect both types of innovation capability, while destructive conflict negatively affects incremental innovation capability. Moreover, we identify a negative interaction effect of cooperation and constructive conflict on radical innovation capability, and a positive interactive effect of cooperation and destructive conflict on incremental innovation capability. These findings contribute to the literature on industrial clusters and provide practical implications for firm managers and government officials interested in regional development through industrial clusters.
Objective: Gastroesophageal reflux (GER) is the migration of stomach contents to the lower part of the oesophagus, which is a physiological phenomenon that can usually be detected 10-15 times a day. It can occur after meals and during sleep. This study was conducted to investigate the nutritional behaviour of patients diagnosed as having GER disease (GERD). Methods: In this research, among patients who were admitted to the gastroenterology outpatient clinic in a training and research hospital in İstanbul between June and December 2019, 104 patients aged 18-65 and diagnosed as having GERD as the study group, and 104 individuals not diagnosed as having GERD as the control group were included. Results: Of both patient and control groups, 49% were male and 51% were female. It was determined that those diagnosed as having the disease frequently experienced pyrosis and regurgitation with acidity. The average body mass index (BMI) of the patient group was 30.40 kg/m2, and of the control group, it was 25.41 kg/m2 (p<0.05). In this study, nutritional habits were assessed, and statistically significant variations were found in the number of meals, meal skipping, eating speeds, and food temperatures. It was determined that most people with GERD symptoms ate more chocolate, fatty foods, acidic foods, spicy foods, and sodas than the control group. It was found that most individuals diagnosed as having GERD were overweight and their physical activities were significantly lower than the control group (p<0.05).
The businesses are facing competing, overwhelming challenges and uncharted waters as
they continue to manoeuvre through the impacts of the COVID-19 pandemic. There are
technological disruptions that have gained a robust consumer base amidst the uncertainty. Since many years desktop computer was used by employees but then it changed to laptops along with tablets and smartphones. The COVID-19 impacts expedited this trend. The pandemic has changed the way people work as remote working has gained momentum and that has altered the way management assess performance ability of the employees. The major revenue generating industry such as tourism is struggling due to COVID-19. The reinvention of business sustainable strategies is the need of the hour. The management needs to accelerate digital transformation, implement variable cost structures, and establish agile operations. The key factors that can guide resilient sustainability framework are resource efficiency, awareness through reliable and credible information, open communication between management and employees, high employee engagement and increased motivation, diverse organisational team and good understanding of target audience. The business should take the responsibility for waste minimization to remain sustainable. As the scenarios change, the companies need to keep correcting their sustainability plans again and again. The organisations have to reexamine assumptions, reassess circumstances and revitalize their ability to sense and respond. The sustainability functions of an organisation should not just be philanthropic initiatives but should yield results for society and business at the same time when the organisation is under great pressure such as COVID-19 pandemic.
Family firms are a unique setting to study constructive conflict management due to the influence of family ties of the owning family imprinting a sense of common purpose and shared destiny, and high levels of trust. We study the relationship between shared vision and trust that intervene in the adoption of constructive conflict management. To achieve our purpose, we carried out a systematic indirect observation using a mixed methods approach. We used the narratives of 17 semi-structured interviews, audio-recorded and transcribed, of family and non-family managers or directors from five Spanish family firms in the siblings' partnership stage, combined with documentary data obtained from different sources. Intra- and inter-observer reliability were confirmed. Results show a dynamic relationship between shared vision and specific components of trust (benevolence and ability) at different levels of conflict management. We also provide evidence of specific processes of concurrence-seeking and open-mindedness in family and ownership forums accounting for the relevance of family governance in these type of organizations. Family firms are a sum of several subsystems which exhibit a particular resources configuration. This study sheds light on constructive conflict management in family firms opening interesting avenues for further research and offering practical implications to managers, owners, and advisors.
Numerous studies have demonstrated the importance of work–life measures, which are designed to contribute to job quality and help reconcile employees’ work and personal lives. In our study, we asked whether such measures can also work as inducements to prevent employees from voluntarily leaving a firm. We considered flexible working hours and home-based teleworking as flexibility measures that are potentially attractive to all employees. To address the possible bias caused by sketchy implementation and their actual selective use, we chose to examine employees’ perceptions of the offer of these measures. We investigated the moderation of the effect by organizational culture and supervisor and coworker support. We controlled for several indicators of job quality, such as job satisfaction and perceived fairness, to isolate specific ways in which work–life measures contributed to voluntary employee exit, and checked for a selective attractiveness of work–life measures to parents and women as the main caregivers. Using a three-wave panel employer–employee survey, we estimated multilevel mixed-effects logistic regression models for 5452 employees at 127 large German establishments. Our results confirmed that both types of flexibility measures were associated with a lower probability of voluntarily exit. This applied more to men than to women, and the probability was reduced by a demanding organizational culture. Both measures seemed not to be specifically designed to accommodate main caregivers but were attractive to the whole workforce.
Reducing resistance to change is fundamental to dealing with the rapid and continuous changes of the 21st century labor market. Personality traits have been widely studied in relation to resistance to change. However, personality is not completely suitable for primary prevention intervention, since it does not change over time. Instead, humor styles appear to be a promising preventive resource to facilitate the negotiation process by enabling individuals to cope with the current work environment. Using a sample of 149 university students, this study analyzed the relationship between personality traits, such as extraversion and emotionality, humor styles, and resistance to change. The mediation analysis highlighted that both affiliative and self-enhancing humor styles could promote integrative negotiations within organizations in relation to change, due to their negative relationships with resistance to change. Thus, implementing dedicated interventions to increase the usage of affiliative and self-enhancing humor styles could help in lowering the failure risk in negotiation processes, supporting changes.
It would be easy to assume that social trust is a normatively good value to promote within institutions. Trust encourages cooperation between actors, and thus normalises policies, practices and behaviours that tend to work towards collective social good. To assume this would also be to assume that trust should be a central aspiration for policy design. However, this conceptual paper argues that the competitive landscape of the English Further Education sector does not lend itself to such values. The extent to which competition has become normalised makes concerns over financial health commonplace around the boardroom in FE Colleges. In this context, perhaps the benefits associated with building and maintaining trust in this context are problematic. Perhaps it is important to consider whether in fact, distrust is fundamental to institutional survival? This paper offers three theoretical concepts from the trust literature which conceptualise how the FE policy environment enlists organisations and individual actors towards objectives which are linked to competition, centrally devised standards and institutional survival. In this way, I suggest that strategies based upon distrust may be put to greater use in the design of institutional policy, as the need to establish control takes primacy over cooperation.
This volume presents studies on the practices of third party intervention in many parts of the world. Firstly, twelve European union member states are investigated, and this is followed by contributions on Australia, China, India, USA and South Africa. Together, these chapters cover large parts of the industrialized economies. In this chapter we take stock, analyze some global tendencies and present suggestions for further development of the field.
Collective conflict in organizations are costly, for all stakeholders, including society. Therefore, regulation of collective labor conflict is an essential part of industrial relations. Conciliation and mediation are part of these regulations. This chapter explores the different features of collective conflict and introduces a new model to analyze third party interventions, including conciliation and mediation.
In South Africa, strikes resulting from failed collective bargaining processes are often protracted and regularly involve recourse by striking workers to unlawful means of pursuing their objectives (including non-compliance with agreed or statutory strike procedures, damage to property and/or physical violence against so-called ‘scabs’, i.e., workers who continuing working during the strike). The generally very effective dispute resolution processes that have been available for several decades through both private and statutory dispute resolution bodies do not seem to have managed to lower the high level of hostility and adversarialism. In this environment the need for early dispute resolution processes (‘EDR’) that allow for dispute resolution to be moved ‘upstream’ has become acute. While EDR was recently placed high on the strategic agenda of the primary statutory resolution body—the Commission for Conciliation, Mediation and Arbitration—there is little evidence of EDR being promoted actively by other key stakeholders, including providers of private dispute resolution services.
The European Union shares a set of values and legislation for member states when it comes to industrial relations. Promoting social dialogue is a cornerstone in this matter, as well as measures for conciliation and mediation in labor conflicts at different levels. Based on studies towards the alternative dispute resolution (ADR) systems in 12 EC member states, this chapter offers a general picture of the outcomes at European level. A cross cultural analysis on the systems, practices and perceptions as well as the challenges among the countries is presented. The chapter ends with suggestions, offered by the users and mediators from the different countries participating in this study, in order to promote the awareness of the potential use of ADR, and to gain a higher effectiveness in mediation practices in collective labor conflicts, particularly within the EU.
The conflict in the UK on pensions is a classic example of a collective sectorial conflict, with many institutes for higher education involved. In the UK (see Chap. 14 for details), employees have the right to strike, without previous attempts to find agreement through conciliation or mediation. We see here, that even while the actions continue, also ACAS as third party is invited by parties to mediate in the dispute. ACAS offers different third party services, including facilitation, conciliation and mediation related to the development and escalation of the conflict, and the requests of the parties. Typically, when collective conflicts arise and escalate, different third parties and different interventions are available. In this chapter we first present a model of development of these conflicts, and secondly, related interventions.
Streszczenie: Celem artykułu jest zbadanie istoty metaregulacji w kontekście uwarun-kowań ich funkcjonowania na rynku pracy. Dokonano tego na tle holistycznego podej-ścia proponowanego przez metaekonomię wraz z omówieniem istoty i specyfiki metare-gulacji na podstawie światowej literatury. Dostarczono argumentów na potwierdzenie tezy, iż metaregulacje przy spełnieniu określonych warunków mogą pełnić rolę alterna-tywnego sposobu regulacji rynku pracy, co stawia jednak w nowym świetle rolę państwa. Słowa kluczowe: metaekonomia, metaregulacje, rynek pracy. Wprowadzenie Potrzeba regulacji rynku pracy nie budzi współcześnie większych wątpli-wości [Gregg, Manning, 1997, s. 417-419]. Problem polega raczej na określeniu form i stopnia regulacji, stąd popularność dyskusji na temat regulacji, deregula-cji i reregulacji rynku pracy. W literaturze wymienia się dwa podstawowe mode-le wprowadzania ładu na rynku pracy-ustawowy, polegający na odgórnym stanowieniu prawa przez państwo określające dopuszczalne rozwiązania oraz układowy, w którym normy kształtowane są w drodze rokowań zbiorowych poprzez zawarcie umowy pomiędzy stronami. W świetle obserwacji procesów zachodzących współcześnie w sferze gospodarczego ładu instytucjonalnego lista ta wydaje się niepełna. Coraz częściej dyskutuje się o kwestii metaregulacji do-strzeganych w wielu dziedzinach działalności gospodarczej człowieka. Powstaje pytanie, czy metaregulacje mogą stać się jedną z form regulacji rynku pracy? Celem artykułu jest zbadanie istoty metaregulacji w kontekście uwarunkowań
The model of social dialogue within organisations between management and employees is facing unprecedented challenges, and changing rapidly. In this new context of labour relations, experiences and expectations of each other are key drivers for the primary parties to this social dialogue. There has been little systematic research investigating the conditions for constructive social dialogue, particularly when it comes to ‘soft factors’, such as perceived competences, trust, influence and conflict behaviours. Addressing these issues based on theories of conflict, trust and influence, this article investigates experiences and expectations of employee representatives on the part of human resource managers, their counterparts in social dialogue. The results of surveys conducted in 11 European countries indicate that, overall, employers found a model of structured dialogue with elected employee representatives useful. Furthermore, competences of employee representatives, cooperative conflict behaviours, informal relations and trust promoted the influence of employee representatives on organisational decision-making and the quality of these decisions. We discuss implications for different systems of industrial relations.
JEL Code: J50
Conflicts of interest between management and employees are part of
organizational life. To manage these conflicts, employee representatives
(ERs) often participate in organizational decision-making. The objectives
of this article were to investigate the relation between perceived competences
of ERs and their influence on organizational decision-making in
different types of issues, and the mediating effect of ERs’ conflict behaviors
on these relations. To test the hypotheses, which are based on theories
of power and conglomerate conflict behavior, survey data from 614
human resources directors from 11 European countries were analyzed
using structural equation modeling. Results show that perceived competences
are positively related to the influence of ERs on decision-making,
both for traditional and for innovative issues. Perceived competence is
positively related to cooperative and negatively related to competitive
conflict behavior. Conglomerate conflict behavior partly mediates the
relation between perceived competences and influence. Implications for
representative influence are discussed.
Initial research on workplace mediation focused on styles and tactics a mediator should use to conduct a successful mediation. Attention has shifted to the question which strategies and tactics are most appropriate and effective given certain mediation situations, organizational circumstances, and dispute as well as disputant characteristics. In response to this, we developed a model that helps mediators to get insight in the characteristics of the environment that affects the mediation process, and to choose the most appropriate mediation interventions: The 3-R model of workplace mediation. This model refers to three dimensions that are important to consider in case of mediation: Regulations, Roles and Relations. Different combinations of these three dimensions determine together the mediation features and the mediation outcomes. In this introductory chapter, the 3-R model of workplace mediation is explained and used to structure the chapters of the handbook. We focus on four main themes: (I) the mediation process, (II) the context of workplace mediation, (III) mediation and other third party roles and (IV) new developments.
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