Titlebook: Reframing Resolution; Innovation and Chang Richard Saundry,Paul Latreille,Ian Ashman Book 2016 The Editor(s) (if applicable) and The Author

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Conceptualizing Workplace Conflict and Conflict Managementsurvey conducted by the CIPD in 2014 (and discussed in Chap. . 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 .). Managing conflict is also clearly a central part of the day-

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Exploring the Nature and Extent of Workplace Conflictputes has declined significantly, but those that do take place are increasingly large in scale. In contrast, claims to employment tribunals have grown rapidly, with volumes heavily influenced in recent times by claims from groups of employees, rather than individuals. In spite of this changing pictu

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Workplace Conflict: Who, Where, When, and Why? UK. Legal structures that supported collective industrial action have been weakened and replaced with a system that allows individuals to pursue enforcement of employment rights through litigation, via employment tribunals (ETs). Current debate often focuses on the costs of the ET system for the wo

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A Crisis of Confidence? Front-line Managers and the Complexities of Conflictandling of individual employment disputes has remained a jointly regulated activity (Hall and Torrington 1998a; Kersley et al. 2006; Hales 2005; Whittaker and Marchington 2003). ‘Regulation’ has taken the form of increasingly detailed policy and procedures with limits on the degree of autonomy that

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Downsizing: Managing Redundancy and Restructuringnied by the dismissal of the job incumbents. A typical definition is ‘a(chǎn) planned set of organizational policies and practices aimed at workforce reduction with the goal of improving firm performance’ (Datta et al. .: 282). Downsizing is often treated as synonymous with terms such as redundancy or lay

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