Conceptualizing workplace conflict and conflict management

Saundry, R. 2016. Conceptualizing workplace conflict and conflict management. in: Saundry, R., Latreille, P. and Ashman, I. (ed.) Reframing Resolution: Innovation and Change in the Management of Workplace Conflict Palgrave Macmillan. pp. 13-33

Chapter titleConceptualizing workplace conflict and conflict management
AuthorsSaundry, R.
EditorsSaundry, R., Latreille, P. and Ashman, I.
Abstract

As Paul Edwards has argued, ‘conflict is one of the major underlying principles of relations between managers and workers’ (1995: 434). A representative survey conducted by the CIPD in 2014 (and discussed in Chap. 4 of this book) found that 38% of people in the UK had experienced some form of conflict at work in the previous 12 months and 28% had ‘ongoing difficult relationships’ (CIPD 2015). Managing conflict is also clearly a central part of the day-to-day activities of employment relations practitioners. In the Workplace Employment Relations Study 2011, more than nine out of ten British HR practitioners reported spending time on disciplinary and grievance issues, a greater proportion than training, diversity, appraisals and pay. Similarly, discipline and grievance were the most common issues to which trade union representatives devoted attention (van Wanrooy et al. 2013).

Book titleReframing Resolution: Innovation and Change in the Management of Workplace Conflict
Page range13-33
Year2016
PublisherPalgrave Macmillan
Publication dates
Published28 May 2016
ISBN9781137515599
9781137515605
Digital Object Identifier (DOI)https://doi.org/10.1057/978-1-137-51560-5_2

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