Review results from our research

Conflict Management

25 September 2017

Conflicts are part of nature and certainly part of human relations, between individuals, as well as within and between groups. Conflict management, therefore, is an essential competency for each person. In most situations, fostering cooperative relations will be most beneficial; however, this is also most challenging. Therefore, constructive conflict management strategies, including trust building and methods of constructive controversy, are emphasized. Conflict management, however, is broader than the interaction of the conflicting parties. Third-party interventions are an essential element of constructive conflict management, particularly the assessment of which parties are intervening in what ways at what escalation stage.

Download (reciprocity trust in management.pdf)

Building Trust and Constructive Conflict Management in Organizations

01 August 2017

Organizations, both in private and public sector, nowadays face major challenges and pressures for change. Changes with often high impact on employees and their working conditions. This puts the employment relations between management and workers to the test. The way how they manage the inevitable tensions and conflicts of interest related to change, is the central focus of this book, in particular the trust and repair of trust between management and employees, and their representatives. How conflicts in organizational industrial relations get shape and are resolved varies from highly destructive to constructive and innovative. In this chapter we start with several examples of this diversity, we explore some of the major challenges in organizations, and give an overview of the chapters in this volume.

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Handbook Promoting Social Dialogue in European Organizations

01 July 2017

Promoting Social Dialogue in European Organizations. Human Resources Management and Constructive Conflict Management.

Based on the NEIRE model for industrial relations, key factors are determined contributing to creative social dialogue in European organizations. Actual data from surveys and interviews from more than 700 CEO and HR managers in eleven European countries give insights in the experiences with and expectations of employers of social dialogue. The volume offers a comprehensive introduction to the historical context and current situation in social dialogue in these countries. Using good practices from many organizations, this book offers an agenda for innovative and cooperative social dialogue in organizations.

Download (Promoting Social dialogue Handbook.pdf)

The Tower of Power - Good Practices Proposal

01 June 2017

The Tower of Power. Constructive Conflict Management through Social Dialogue in Organisations.

Written with the findings from the second NEIRE project exploring employer's attitudes and perceptions about employee representatives in Europe, this report presents such findings and highlights good practices.

By doing so, we want to recognize the constructive cooperation which takes place. We also want to inspire employers and ERs, at national, sectorial and in particular at organizational level, to invest in social innovations and constructive social dialogue.

This report is available in 10 languages for download.

Download (GPP English Final.pdf)

Ten steps for empowering employee representatives in the new European industrial relations.

08 March 2017

Relations between employers, trade unions and employees in Europe are rapidly changing. New competitive demands for organizations, the globalization process and economic turbulence, new technologies and growing diversity in work forces are leading to new organizational conflicts in which employee representatives (ERs) play a central role. ERs are confronted with new challenges. How should the ERs be empowered to negotiate flexible, fair and innovative labour relations? This was the central question addressed in the study carried out by the New European Industrial Relations (NEIRE) network, in which researchers from eight European countries conducted three different field studies with ERs and other field experts. The participating countries represent differen industrial relations traditions in Europe. These countries are: Belgium, Denmark, Estonia, Germany, The Netherlands, Portugal, Spain, and the United Kingdom.

Download (Handbook I. Ten Steps for Empowering Empoyee Representatives in the NEIRE.pdf)

Job demands - resources model applied to the worker representatives

22 December 2016

This document is a master thesis from the Master in Human Resources (University of Seville, Spain). The author try to explain how the Job demands resources model (Demerouti, 2001 & Bakker et al., 2003) can be applied to the Shop Stewards role. This work is divided in three parts, in the first part the author explains the union system and his norms in Spain; in the second one she review the Job Demands - Resources Model, and in the last one she present the project Dialogue at Work, his goals, method and the model of some hypothesis. These hypotheses will be studied with the data we are collecting in Spain and other European countries who participate in this project.