Complementarities in organizational dispute resolution systems: How system characteristics affect individuals' conflict experiences

被引：24

作者：

Bendersky, Corinne ^{[1
]}

机构：

[1] Univ Calif Los Angeles, Anderson Grad Sch Management, Los Angeles, CA 90095 USA

来源：

INDUSTRIAL & LABOR RELATIONS REVIEW | 2007年 / 60卷 / 02期

关键词：

D O I：

10.1177/001979390706000203

中图分类号：

F24 [劳动经济];

学科分类号：

020106 ; 020207 ; 1202 ; 120202 ;

摘要：

In 1999-2000, a Canadian national government agency pilot-tested different employment dispute resolution systems (DRSs). The author analyzes how DRS characteristics in this natural quasi-experiment affected employees' approaches to conflict management, their attitudes toward conflict at work, and their rate of success in resolving conflict. A system that added negotiation training to a rights-based grievance procedure, she finds, was actually associated with worse conflict-related problems than a system consisting solely of a rights-based grievance procedure. In contrast, the joint use of a rights-based grievance procedure, negotiation training, and an interest-based neutral generated greatly improved outcomes. The author attributes the superior performance of a three-component DRS to complementarities among the components.

引用

页码：204 / 224

页数：21

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