Industrial Conflict PDF Download

Author: Arthur William Kornhauser
Publisher:
ISBN:
Category : Industrial relations
Languages : en
Pages : 576

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Author: George Nicoll Barnes
Publisher:
ISBN:
Category : Arbitration, Industrial
Languages : en
Pages : 144

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Author: Samuel George Smith
Publisher:
ISBN:
Category : Industrial relations
Languages : en
Pages : 230

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Book Description

Author: Richard Clutterbuck
Publisher: Springer
ISBN: 1349174815
Category : Business & Economics
Languages : en
Pages : 249

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Author: Robert Heron
Publisher: International Labour Office
ISBN: 9789221114161
Category : Business & Economics
Languages : en
Pages : 52

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Author: Hoyt N. Wheeler
Publisher:
ISBN:
Category : Political Science
Languages : en
Pages : 320

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Book Description
Presents a theory to analyse industrial conflict integrates industrial relations theory social psychology, economics, political science and sociology. Includes four case studies to illustrate the use of the integrative theory as a tool for the analysis of conflict: The Charleston hospital strike; a West Virginia mine war; a strike of Minnesota Community College teachers; and the mass organization of workers in the 1930s and 1960s.

Author: Arthur Max Ross
Publisher:
ISBN:
Category : Strikes and lockouts
Languages : en
Pages : 242

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Author: S.W. Creigh
Publisher: Routledge
ISBN: 1135781567
Category : Business & Economics
Languages : en
Pages : 334

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Book Description
First Published in 1977. Routledge is an imprint of Taylor & Francis, an informa company.

Author: David Liddle
Publisher: Kogan Page Publishers
ISBN: 0749480890
Category : Business & Economics
Languages : en
Pages : 321

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Book Description
Conflict in the workplace is a perennial problem for organizations. Whether it's a disagreement between colleagues, a dispute with management or large-scale industrial action, conflict negatively affects both people and profits as employee morale and productivity fall. Endorsed by the CIPD, Managing Conflict is an essential guide for HR professionals needing to tackle these problems by not only resolving current issues, but also preventing future instances of conflict. Going beyond interpersonal conflict, the book also looks at resolving board room disputes, disputes with shareholders, in the supply chain, commercial disputes and customer complaints. The first part of Managing Conflict covers the causes and costs of conflict, the impact of the psychological contract and the legal framework for managing workplace disputes both in the UK and internationally. The second part of the book provides a blueprint for redefining resolution and building a culture of constructive conflict management, from designing a conflict management strategy and developing a formal resolution process to embedding mediation, engaging stakeholders and training managers in resolution and mediation skills. This book also includes conflict resolution toolkits for managers, HR teams, employees and unions to help tackle conflict and bullying at work. Packed with best practice case studies from major UK and global organizations, this is an indispensable guide for all HR professionals looking to resolve conflict in the workplace. Online supporting resources include a conflict health check tool, conflict cost calculator, and checklist for developing an internal mediation scheme.

Author: Henry Friedman
Publisher: Taylor & Francis
ISBN: 104012173X
Category : Business & Economics
Languages : en
Pages : 366

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Book Description
The Dynamics of Industrial Conflict (1980) focuses on the workings of industrial relations in the British motor industry, presenting the first joint retrospective analysis of industrial relations in a major multinational. The book includes a closely documented account of the Ford Sewing Machinists’ strike for equal pay and tells the inside story of that dispute, analysing its impact on the coming of equal pay and Britain’s new sex discrimination legislation. It assesses the consequences of the dispute for workers, management and unions at Ford, and then traces its repercussions on Britain’s industrial relations in the 1970s, down to the fall of the Labour Government in May 1979. A detailed explanation is given of the concealed ‘learning process’ which goes on below the surface of every system of industrial relations, whether at factory, company, industrial or national level.