Exit and Voice: Organizational Loyalty and Dispute Resolution Strategies

Social Forces ◽  
2006 ◽  
Vol 84 (4) ◽  
pp. 2313-2330 ◽  
Author(s):  
E. A. Hoffmann
Keyword(s):  
Dispute Resolution ◽  
Organizational Loyalty ◽  
Resolution Strategies

scholarly journals Faith-Based Mediation: A Comparative Perspective on The Application of Sulh and Ho’oponopono

2019 ◽  
Vol 7 (1) ◽  
pp. 1-9
Author(s):  
NOR RAZINAH MOHD. ZAIN ◽  
Faisal Ahmadi ◽  
Lia Sautunnida
Keyword(s):  
East Asia ◽  
Dispute Resolution ◽  
Comparative Perspective ◽  
South East Asia ◽  
Faith Based ◽  
The People ◽  
The World ◽  
Similarities And Differences ◽  
Empirical Investigations ◽  
Resolution Strategies

The application of mediation can be traced in many culture and tradition across the world. Closely related to the faith of the people, mediation has essential roles in resolving disputes among the members of the society. While the faith-based mediation of Ho’oponopono is famous in Hawaii, the faith-based mediation of Sulh is famous among Muslims in South East Asia. The dispute resolution strategies which are used in Ho’oponopono and Sulh are comparatively analysed in this research. The practices of Sulh are evaluated based on empirical findings collected from Pasir Mas (Kelantan, Malaysia) and Indragiri Hilir (Riau, Indonesia). Meanwhile, the qualitative findings on practices of Ho’oponopono are collected from earlier researches that utilised empirical investigations. By employing a qualitative doctrinal analysis, this research identifies similarities and differences of faith-based mediations of Sulh and Ho’oponopono. At the same time, the said faith-based mediations’ potentials and challenges are explored. Focusing on an expeditious resolution, it is found that faith-based mediations are still applied among the members of the society in Malaysia, Indonesia and Hawaii.

scholarly journals Konflikty destruktywne – trudno rozwiązywalne w perspektywie „wychowania do wartości”

2019 ◽  
pp. 23-34
Author(s):  
Małgorzata Cywińska
Keyword(s):  
Dispute Resolution ◽  
Social Consequences ◽  
Conflict Process ◽  
Fundamental Values ◽  
Great Complexity ◽  
Effective Education ◽  
Resolution Strategies

Postmodernity born as a result of the crisis of civilization culture is characterized by pluralism, a “category” of difference, reflected, among others, in social (interpersonal, group) conflicts with a constructive and/or destructive impact. Special attention should be paid to difficult-to-solve conflicts due to their extremely unfavorable social consequences. They are characterized by a great complexity of disputable issues, aggression, violence, mutual harm, desire to destroy the opponent, a very escalating character. The persistence of such conflicts causes a sense of hopelessness on the part of the parties involved. Extinguishing or trying to resolve these situations requires extraordinary measures, as traditional dispute resolution strategies such as negotiation and mediation are not effective. “Education for values”, which focuses on identifying fundamental values, cannot be overestimated in the prevention of conflicts that are difficult to resolve. Large differences in values often trigger a conflict process, which is why it is so important to identify a universe accepted by all, which may become a significant inhibitor of hostilities and antagonisms.

Relational Exchange in Non-union Firms: A Configurational Framework for Workplace Dispute Resolution and Voice

ILR Review ◽  
2021 ◽  
Vol 74 (3) ◽  
pp. 607-636
Author(s):  
Ariel C. Avgar
Keyword(s):  
United States ◽  
Dispute Resolution ◽  
20Th Century ◽  
The United States ◽  
Theoretical Framework ◽  
Relational Exchange ◽  
Non Union ◽  
Organizational Features ◽  
External Characteristics ◽  
Resolution Strategies

For much of the 20th century, a sizeable proportion of the workforce in the United States had access to a combination of dispute resolution and voice options through the union grievance process. The vast majority of today’s workforce, however, no longer does. The focus of this article is the proliferation of alternative relational exchange models developed in non-union firms. The author develops a theoretical framework proposing variation in the overarching non-union models employed by firms as a function of distinct organizational features and strategies. These models are the product of distinct configurations of voice and dispute-resolution strategies. The author proposes five alternative non-union models, discusses the internal and external characteristics associated with them, and evaluates distinct employer and worker outcomes.

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