TY - RPRT T1 - Climate, Conflict and Labor Markets: Evidence from Colombia’s Illegal Drug Production Y1 - 2015 A1 - Maria Cecilia Acevedo KW - climate KW - cocaine KW - conflict KW - economic development KW - institutions KW - instrumental variables AB -

This research aims at linking two strands of the literature: the recent works on climate and conflict (Burke, Hsiang and Miguel, 2015) and the economics of labor coercion (Ace- moglu & Wolitzky, 2011, Dippel, Greif and Trefler, 2015). In the first area of knowledge, my research addresses an important knowledge gap on the role that institutional quality plays to help explain the directions and magnitudes of the impact of weather fluctuations on conflict through their effect on economic outcomes. Regarding the second knowledge area, my research contributes to the creation of new knowledge by bringing rich individual data and the use of satellite-generated information to the analysis of coerced labor. Also, by analyzing the current phenomenon of coca planting and exploitation by non-State armed actors, my research can inform illegal drug policy as well as rural development policies.

PB - Harvard Scholar CY - Cambridge, MA L2 - eng UR - http://scholar.harvard.edu/files/maria_acevedo/files/mariacacevedopaper21april2015.pdf ER - TY - CHAP T1 - Employee Representatives in France: Employers’ Perceptions and Expectations Towards Improved Industrial Relations T2 - Promoting Social Dialogue in European Organizations Y1 - 2015 A1 - Colson, Aurélien A1 - Patricia Elgoibar A1 - Francesco Marchi ED - Martin Euwema ED - Lourdes Munduate ED - Patricia Elgoibar ED - Erica Pender ED - Ana Belén García KW - conflict KW - dialogue KW - France KW - industrial relations KW - negotiation KW - trade unions KW - trust AB -

The first part of the chapter provides an overview of historical, legal, political, and cultural factors which have shaped the system of industrial relations in France to this day. Drawing on the quantitative results of an on-line survey and on the qualitative analysis of a series of interviews with a sample of HR managers in France, part 2 and 3 analyze how employers perceive employee representatives when it comes to social dialogue: eight factors impacting the quality of industrial relations are summarized. Building on this, part 4 introduces eight suggestions to improve the quality of social dialogue in France.

JA - Promoting Social Dialogue in European Organizations PB - Springer International Publishing CY - New York L2 - eng UR - http://link.springer.com/chapter/10.1007/978-3-319-08605-7_5 ER - TY - CHAP T1 - Employee Representatives in Poland. How are They Perceived and What are the Expectations by Employers? T2 - Promoting Social Dialogue in European Organizations Y1 - 2015 A1 - Kożusznik, Barbara A1 - Jarosław Polak ED - Martin Euwema ED - Lourdes Munduate ED - Patricia Elgoibar ED - Erica Pender ED - Ana Belén García KW - conflict KW - dialogue KW - industrial relations KW - negotiation KW - Poland KW - trade unions KW - trust AB -

In this chapter, the social and historical context of the labor movement in Poland as well as the current situation of Polish trade unions including NSZZ “Solidarity” are discussed. Results of employer’s perceptions on ERs are presented based on the survey among 58 Polish HR managers of different sectors. Suggestions are given by employers on how to improve social dialogue in Poland. The results are not very optimistic since social dialogue is not naturally present in Polish companies. Therefore it’s of key importance to provide workers and employers in Poland with the empirical evidence and good practices in Europe showing the benefits of an innovative social dialogue.

JA - Promoting Social Dialogue in European Organizations PB - Springer International Publishing CY - New York L2 - eng UR - http://link.springer.com/chapter/10.1007/978-3-319-08605-7_9 ER - TY - CHAP T1 - Employee Representatives in Portugal. How are They Perceived and What are the Expectations by Employers? T2 - Promoting Social Dialogue in European Organizations Y1 - 2015 A1 - Passos, Ana M. A1 - Vanessa Russo ED - Martin Euwema ED - Lourdes Munduate ED - Patricia Elgoibar ED - Erica Pender ED - Ana Belén García KW - conflict KW - dialogue KW - industrial relations KW - negotiation KW - Portugal KW - trade unions KW - trust AB - In recent years, economic austerity policies in Portugal have had significant implications for the labor market and industrial relations in general. This new reality questions the traditional role of trade unions and poses important challenges not only to Unions and Employee Representatives but also to HR managers. Results from interviews and surveys among Portuguese HR managers suggest that there is still a long way to go towards a constructive social dialogue. Employee representatives and employers are still opponents at the negotiation table and the impact of employee representatives in decision-making processes—both for traditional and for innovative issues—is still very low. According to HR managers, this situation can only be improved with a significant change of ERs’ attitudes and competencies. They need to accept change, be willing to innovate, improve their knowledge and competencies, and adopt proactive behaviors that promote organizational sustainability. This is a time to strengthen relations between employee representatives and employers to find innovative and flexible solutions that meet the needs of employees and employers. JA - Promoting Social Dialogue in European Organizations PB - Springer International Publishing CY - New York L2 - eng UR - http://link.springer.com/chapter/10.1007/978-3-319-08605-7_10 ER - TY - CHAP T1 - Employee Representatives in Spain. Which are the Perceptions and Expectations by Employers? T2 - Promoting Social Dialogue in European Organizations Y1 - 2015 ED - Martin Euwema ED - Lourdes Munduate ED - Patricia Elgoibar ED - Erica Pender ED - Ana Belén García KW - conflict KW - dialogue KW - industrial relations KW - negotiation KW - Spain KW - trade unions KW - trust AB -

Spain has a tradition of a particularly competitive industrial relations climate. The country’s current financial crisis and economic recession have triggered a period of unprecedented reforms in the labor market, employment policies and the structure of the collective bargaining. The change towards a decentralized system of industrial relations have placed employee representatives as key parts at the organizational level, with an important role in social innovation and to promote the competitiveness of the organization. Drawing on the results from interviews and a survey among Spanish HR managers we observe that the economic recession has underpinned the large opposition in social relationships. Employee representatives and managers perceive and behave as two opposed groups, subject to high levels of conflict. However, building a constructive social dialogue ties up with the expressed will by Spanish managers to work with competent counterparts at the negotiation table, partners who have a strategic vision of the dynamics of the organization and with whom they can work vis-à-vis through transparency. They point out that empowering employee representatives so that they can achieve these competencies, together with the professionalization of their role, are further challenges for social agents.

JA - Promoting Social Dialogue in European Organizations PB - Springer International Publishing CY - New York L2 - eng UR - http://link.springer.com/chapter/10.1007/978-3-319-08605-7_11 ER - TY - BOOK T1 - New Forms and Expressions of Conflict at Work Y1 - 2013 A1 - Gregor Gall KW - capitalism KW - collective grievances KW - conflict KW - conflict resolution KW - labor protests KW - labor strikes AB -

This edited collection surveys and analyses new forms and expressions of conflict at work under capitalism. Using theoretical and empirical approaches it chapters demonstrate that there is an underlying historical continuity to current and new forms and expressions of conflict at work and that there is also a path dependency by country and culture. Although the strike is in decline in many countries, it is not so in all and different means of expressing and resolving collective grievances are used but not always as substitutes to the strike weapon.(publisher's statement)

PB - Palgrave Macmillan CY - New York L2 - eng ER - TY - BOOK T1 - Grievance Guide (13th Edition) Y1 - 2012 A1 - Bureau, NationalAffairs KW - arbitration KW - conflict KW - conflict management system KW - conflict resolution KW - dispute resolution KW - grievance arbitration AB -

Practical guidance for tracking patterns in grievance arbitration.

PB - Bureau of National Affairs (BNA) Books CY - Edison, NJ L2 - eng ER - TY - JOUR T1 - The Conflict Over Conflict Management JF - Dispute Resolution Journal Y1 - 2010 A1 - D. B. Lipsky A1 - Avgar, A. C. KW - ADR KW - alternative dispute resolution KW - conflict KW - conflict management system KW - dispute resolution KW - industrial relations AB -

[Excerpt] In this article we look at the traditional approach to workplace conflict, the evolution of conflict management, criticism of this process by progressive and traditional critics, and then consider whether they can be reconciled by taking what we call a strategic view of conflict management in the workplace. This view calls for an alignment between the goals of the conflict management system and the overarching nature of the organization in which that system is implemented. The management of conflict, according to this approach, should complement the organization’s strategic posture and existing structures. We maintain that the level of fit between an organization’s conflict management philosophy and its strategic goals and objectives dictates whether the conflict management system will enhance or hinder key stakeholder outcomes.

VL - 65 L2 - eng UR - http://digitalcommons.ilr.cornell.edu/articles/775/ CP - 2-3 ER -