Navigating self-managed conflict resolution: A case study

Kristine J Olson and Benjamin Hopkins
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Kristine J Olson: Dixie State University, USA
Benjamin Hopkins: University of Birmingham, UK

Economic and Industrial Democracy, 2022, vol. 43, issue 4, 1632-1654

Abstract: This study examines how an organization-wide self-managed interpersonal conflict resolution system is experienced from the point of view of permanent and seasonal employees. Twenty semi-structured interviews and observations at a single agricultural organization were used to assess the alternative dispute resolution (ADR) system. Employee reports were coded by determining if the conflict was owing to processes, relationships, or tasks problems, as well as determining if each conflict was resolved with accommodating, aggressive, avoidant, or collaborative resolution tactics. Interestingly, it was the permanent employees who initiated a majority of conflict resolution processes. Furthermore, only permanent employees opted to utilize aggressive tactics, usually by demanding that their colleagues quit the job at the organization. The findings indicate the importance of ADR training in order to develop confidence among seasonal employees to initiate resolution processes as well as the importance of teaching resolution tactics as a means of reducing employee termination.

Keywords: Conflict resolution; non-standard employment; self-management (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:sae:ecoind:v:43:y:2022:i:4:p:1632-1654

DOI: 10.1177/0143831X211025082

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