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Complementarities in Organizational Dispute Resolution Systems: How System Characteristics Affect Individuals' Conflict Experiences

Corinne Bendersky
Industrial and Labor Relations Review
Vol. 60, No. 2 (Jan., 2007), pp. 204-224
Published by: Sage Publications, Inc.
Stable URL: http://www.jstor.org/stable/25249071
Page Count: 21
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Complementarities in Organizational Dispute Resolution Systems: How System Characteristics Affect Individuals' Conflict Experiences
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Abstract

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.

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