Katalien Bollen

Conflicts and conflict management styles as precursors of workplace bullying: A two-wave longitudinal study

The current study examined the relationships between conflicts in the work unit, the employees conflict management style and workplace bullying in a full panel two-wave longitudinal design with a 6 months’ time lag (n = 277). We assumed that conflicts as well as the conflict management styles of “problem solving” and “forcing” at T1 would predict being a target or a perpetrator of bullying at T2. Structural Equation Modelling (SEM) showed that a normal causation model fitted our data best. In this model, forcing at T1 related positively and problem solving at T1 related negatively to being a perpetrator at T2; in line with our expectations. In contrast to our hypotheses, this model showed that conflicts in the work unit at T1 and the conflict management styles at T1 were not related to being a target of bullying at T2. These results underline that problem solving and forcing may be regarded as triggers of workplace bullying. They particularly influence being a perpetrator and not being a target of bullying.

Angry at your boss: Who cares? Anger recognition and mediation effectiveness

The key to success for workplace mediators lies in establishing a relationship of understanding, empathy, and trust with the conflicting parties. Literature suggests that the recognition of parties’ emotions by the mediator is essential to obtain such a relation. Although anger is one of the most prevailing emotions in conflict, little is known about how parties react to the experience of anger recognition on the part of the mediator, how this affects their perceptions of mediation effectiveness, and whether this is moderated by the hierarchical position parties occupy. Drawing on theories of power, emotions, and conflict, this study tests the hypothesis that conflicting parties in workplace mediation who experience anger recognition on the part of the mediator perceive the mediation as more effective and that this is more so for subordinates than for supervisors. Data collected in real labour mediations support this. Implications for mediation theory and practice are discussed.

Computers work for women: Gender differences in e-supported divorce mediation

Despite the increasing use of e-mediated services to settle divorce, research on its effectiveness is limited. In this paper, we investigate the effectiveness of an asynchronous e-supported tool to mediate divorces in the Netherlands. In order to do so, we rely on (a) the number of agreements reached and (objective) (b) with the help of a survey, we ask men and women about their perceptions of justice when involved in an e-mediated divorce (subjective). Results show that in more than 75% of the cases parties reach an agreement. Furthermore, findings indicate that both Dutch men and women evaluate e-supported divorce mediation favorably with high levels of perceived distributive, procedural, interpersonal as well as informational justice. Although men and women do not differ regarding perceptions of distributive and informational justice, women perceive significantly more procedural and interpersonal justice than men. Theoretical and practical implications are discussed.

Money or children?: Power sources in divorce mediation

Abstract In Western societies, family law has transformed from a hierarchical relationship into a system of gender-neutral equality aspiring terms. Many families however, still apply traditional, gendered patterns in their division of labour and family life, even in a country like The Netherlands which is characterised by strong gender egalitarianism. In this paper we argue that the division of gender-based roles in family life affects power distribution in divorce mediation as well as the use of certain power resources by men and women. To test this, we survey 60 experienced Dutch mediators and introduce a new classification model for power sources distinguishing between material and immaterial power. As predicted, in divorce mediation, mediators perceive generally an equal power distribution between men and women, but power bases differ strongly: whereas men were considered to rely more on material resources, women were considered to rely more on immaterial resources. Implications for mediation practice are discussed.

Mediation in Hierarchical Conflicts: The Role of Gender and Anger

This paper focuses on mediation in conflicts between employer and employee. Based on theories of power, we expect differences in both the perception and effects of the conflict, as well as differences in the evaluation of the mediation between employers and employees in hierarchical conflict; moreover we expect that employees express more of their anger in the mediation. Based on gender role theories we expect that these hierarchical conflicts have stronger negative effects on women, compared with men, and that gender influences the expression of anger, as well as the perception and evaluation of the mediation. Data were collected from 35 respondents who had been involved in mediation. We used both qualitative (coded reports of meetings and agreements), and quantitative data (survey); 30 out of 35 mediations had resulted in exit of the employee. Results show that there are major differences between the employers and employees. Employees define the problem as a relational conflict, report low well being due to the conflict and to the mediation, and express more anger during the mediations. Females report less well being and satisfaction with the mediation. The results are discussed in terms of the information processing model and further implications for mediators.

Arbeidsconflict in Vlaanderen: Een gevreesde en gewenste praktijk

SamenvattingArbeidsconflicten zijn een belangrijke oorzaak voor gezondheidsklachten en gaan regelmatig samen met (langdurig) ziekteverzuim. Een oplossing blijkt vaak niet eenvoudig. In Nederland tracht de STECR Werkwijzer Arbeidsconflicten hierbij richting te geven. In Vlaanderen beschikken we nog niet over richtlijnen die de verschillende professionals die betrokken zijn bij arbeidsconflicten helpen om tot een advies te komen.In deze bijdrage verkennen we aan de hand van een casus een gevreesde en een gewenste praktijk om met arbeidsconflicten om te gaan.

Inclusive HRM in West-Africa?: Women's religious congregations in Nigeria

In most parts of the world, men still dominate in leadership positions. This is true for Africa, including Nigeria. Recent studies on HRM in Nigeria emphasize the non-recognition of women in management positions as well as decision-making. Additionally, women also often experience barriers to access top leadership positions. One way of gaining influence, impact and leadership for women has traditionally been through women’s organizations or by women gathering for a certain cause. Internationally, this topic has received hardly attention. In this chapter, we focus on a female religious organization in Nigeria and analyse its leadership and HRM from the point of view of inclusiveness. We argue that the growth of this and other congregations can be seen as a practical form of empowerment of women and in many aspects results in inclusive organizations, with strong female leadership.

It takes three to tango: the geometry of workplace mediation

During recent years, there has been a growing interest in the field of employment relations in the use of mediation as an important way to resolve disputes in the workplace. This interest reflects the changing nature of ‘the social contract’ between employer and employees which focuses more on individualised labor relations, or i-deals. This is in line with the shift from formal and confrontational dispute resolution to more ‘interest-based’ conflict management systems in organizations in which primary attention is paid to underlying interests, needs and wishes of parties instead of collective rules. In this discussion chapter, we address first the developments in the field of workplace mediation and its relation to the changing nature of employment relations. In doing so, we refer to social exchange theory. Second, in order to assess the effectiveness of mediation, we build further on the “geometry of workplace mediation’’ already introduced in the first chapter of this handbook. The geometry resulting from the combination of the 3 dimensions (regulations, roles and relations) as described by the 3R-model is well situated as a conflict management and resolution system for the promotion of efficiency, equity and voice standards, and provides a contingent approach to the design of optimal and effective workplace mediation systems depending on the specific society, industry and organization.

Promoting effective workplace mediation

Initial research on workplace mediation focused on styles and tactics a mediator should use to conduct a successful mediation. Attention has shifted to the question which strategies and tactics are most appropriate and effective given certain mediation situations, organizational circumstances, and dispute as well as disputant characteristics. In response to this, we developed a model that helps mediators to get insight in the characteristics of the environment that affects the mediation process, and to choose the most appropriate mediation interventions: The 3-R model of workplace mediation. This model refers to three dimensions that are important to consider in case of mediation: Regulations, Roles and Relations. Different combinations of these three dimensions determine together the mediation features and the mediation outcomes. In this introductory chapter, the 3-R model of workplace mediation is explained and used to structure the chapters of the handbook. We focus on four main themes: (I) the mediation process, (II) the context of workplace mediation, (III) mediation and other third party roles and (IV) new developments.