Exploring the Integrated Conflict Management System in China
Download PDF

Keywords

Conflict management system
Employee performance
Work satisfaction

DOI

10.26689/pbes.v5i3.4113

Submitted : 2022-05-21
Accepted : 2022-06-05
Published : 2022-06-20

Abstract

The perfection of labor law and enhanced legal awareness among employees have caused an increase in labor disputes in China. However, there are only a few studies that systematically analyzed conflict resolutions within organizations in China. In attempt to address this research gap, this study used the conflict management theory and classified the various mechanisms of the conflict management system using a quantitative research design approach, focusing on positing tools specific to the situation in China, as well as analyzed the effect of different conflict management mechanisms on employee outcomes, in hope that the findings would provide constructive suggestions for improving the management of Chinese organizations.

References

Chan J, Selden M, 2014, China’s Rural Migrant Workers, the State, and Labor Politics. Critical Asian Studies, 46(4): 599–620.

Lynch JF, 2001, Beyond ADR: A Systems Approach to Conflict Management. Negotiation Journal, 17(3): 207–216.

Robinson P, Pearlstein A, Mayer B, 2005, Dyads: Encouraging Dynamic Adaptive Dispute Systems in the Organized Workplace. Harv Negot L Rev, 10: 339.

Bendersky C, 2003, Organizational Dispute Resolution Systems: A Complementarities Model. Academy of Management Review, 28: 643–656.

Bendersky C, 2007, Complementarities in Organizational Dispute Resolution Systems: How System Characteristics Affect Individuals’ Conflict Experiences. Industrial and Labor Relations Review, 60: 204–224.

Lipsky DB, Avgar AC, 2004, Commentary: Research on Employment Dispute Resolution: Toward a New Paradigm. Conflict Resolution Quarterly, 22: 175–189.

Jia L, You S, Du Y, 2012, Chinese Context and Theoretical Contributions to Management and Organization Research: A Three-Decade Review. Management and Organization Review, 8(1): 173–209.

Cotton JL, 1993, Employee Involvement: Methods for Improving Performance and Work Attitudes. Sage Publications, Inc., Newbury Park, CA.

Ackers P, 2007, Collective Bargaining as Industrial Democracy: Hugh Clegg and the Political Foundations of British Industrial Relations Pluralism. British Journal of Industrial Relations, 45(1): 77–101.

Geary J, 2003, New Forms of Work Organisation: Still Limited, Still Controlled But Still Welcome?, in Industrial Relations: Theory and Practice (2nd Edition), Blackwell, Oxford.

Liu SC, Wu HH, Chen HK, 2010, Improving Organizational Performance by a Quality Control Circle: A Case of Medication Improvement Team at a Hospital in Taiwan. Information Technology Journal, 9(4): 692–697.

Rowe M, Gadlin H, 2014, The Organizational Ombudsman, in The Oxford Handbook of Conflict Management in Organizations, Oxford University Press, Oxford.

Bryson A, Charlwood A, Forth J, 2006, Worker Voice, Managerial Response and Labour Productivity: An Empirical Investigation. Industrial Relations Journal, 37(5): 438–455.

Beauregard TA, Henry LC, 2009, Making the Link Between Work-Life Balance Practices and Organizational Performance. Human Resource Management Review, 19(1): 9–22.

Bingham LB, Chachere DR, 1999, Dispute Resolution in Employment: The Need for Research, in Employment Dispute Resolution and Worker Rights in the Changing Workplace, Industrial Relations Research Association, Urbana-Champaign, IL, 95–136.