B. Kaufman's Advances in Industrial and Labor Relations Volume 11 PDF

By B. Kaufman

Carrying on with to supply forward-thinking business family members examine, quantity eleven of "Advances in commercial and exertions family members" (AILR) beneficial properties stories of EEOC and FMCS mediation ways and effectiveness; union organizing, political effectiveness and inner democracy; the consequences of broad-based inventory choice plans at the functionality of unionized and non-union businesses; and twenty first century clients for a brand new child increase iteration, employee-driven company governance, and worldwide labour markets. those stories provide numerous disciplinary views, learn designs, and analytic equipment, but all of them comprise vital findings, a few quantitative and a few qualitative, in addition to conclusions approximately key elements of latest commercial family members.

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Extra info for Advances in Industrial and Labor Relations Volume 11 (Advances in Industrial and Labor Relations) (Advances in Industrial and Labor Relations)

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Among the participants, the responses of charging parties varied more dramatically based on the status of mediation. The bottom line is that where the dispute was resolved, the ratings were higher. d. Mediation Result Participant responses were analyzed based on their satisfaction with mediation results. For charging parties and respondents, the results on every question varied significantly based on their satisfaction with the mediation results. As shown in Table 10, participants who were satisfied with the results of mediation agreed more strongly on the different procedural and distributive questions that were asked than participants who were not satisfied with the results.

35 the mediation, and satisfaction with the result. Our overall results indicated that the EEOC participant feedback reported here was fairly consistent, regardless of the influence of the various factors discussed above. " As one would expect, participants who were satisfied with the result of their mediation gave higher ratings to their mediation experiences than those who were not satisfied. However, it should be noted that even in this case, the results indicate that the participants who were not satisfied with the result of mediation expressed positive opinions regarding the various procedural elements of mediation.

For example, Bazerman (1998) suggests that if a mediator wants the parties to compromise, the mediator should strive to have the parties view the negotiations in a positive frame. To accomplish this, the mediator needs to emphasize the realistic risk that both parties face if agreement is not reached. By creating this uncertainty, the mediator encourages the parties to seek a sure settlement (Bazerman, 1998). 46 PATRICE M. MARESCHAL Additional mediator tactics include: demonstrating empathy, structuring discussion, and stimulating thinking (Zubek, Pruitt, Pierce, McGillicuddy & Syna, 1992), using a settlement strategy and using a problem-solving strategy (Kressel, Frontera, Forlenza, Butler & Fish, 1994), using content-control and using motivational-control (Ross, 1990), tracking constitutive and regulative rules (Jorgensen, 2000), reformulating dispute narratives (Phillips, 1999), compensating and pressuring (Harris & Carnevale, 1990), face-saving (Downie, 1991), caucusing (Welton, Pruitt & McGillicuddy, 1988), compromise suggestions (Conlon, Carnevale & Ross, 1994), facilitative tactics (Karambayya, Brett & Lytle, 1992), and active neutrality (Solstad, 1999).

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