Show simple item record

dc.contributor.authorJordaan, Barney
dc.contributor.editorEuwema, Martin
dc.contributor.editorMedina, Francisco José
dc.contributor.editorGarcia, Ana Belén
dc.contributor.editorPender, Erica
dc.date.accessioned2018-06-26T13:02:52Z
dc.date.available2018-06-26T13:02:52Z
dc.date.issued2019
dc.identifier.isbn9783319925301
dc.identifier.doi10.1007/978-3-319-92531-8
dc.identifier.urihttp://hdl.handle.net/20.500.12127/6003
dc.description.abstractIn South Africa, strikes resulting from failed collective bargaining processes are often protracted and regularly involve recourse by striking workers to unlawful means of pursuing their objectives (including non-compliance with agreed or statutory strike procedures, damage to property and/or physical violence against so-called ‘scabs’, i.e., workers who continuing working during the strike). The generally very effective dispute resolution processes that have been available for several decades through both private and statutory dispute resolution bodies do not seem to have managed to lower the high level of hostility and adversarialism. In this environment the need for early dispute resolution processes (‘EDR’) that allow for dispute resolution to be moved ‘upstream’ has become acute. While EDR was recently placed high on the strategic agenda of the primary statutory resolution body—the Commission for Conciliation, Mediation and Arbitration—there is little evidence of EDR being promoted actively by other key stakeholders, including providers of private dispute resolution services.
dc.language.isoen
dc.publisherSpringer International Publishing
dc.relation.ispartofseriesIndustrial Relations & Conflict Management
dc.subjectIndustrial and Organizational Psychology
dc.titleMediation and conciliation in collective labor conflicts in South Africa
dc.title.alternativeMediation in collective labor conflicts
dc.source.beginpage293
dc.source.endpage308
dc.contributor.departmentKU Leuven
dc.contributor.departmentUniversity of Seville
vlerick.knowledgedomainPeople Management & Leadership
vlerick.typebookBook Chapter
vlerick.vlerickdepartmentP&O
dc.relation.urlhttps://link.springer.com/content/pdf/10.1007%2F978-3-319-92531-8_19.pdf
dc.identifier.vperid159574


This item appears in the following Collection(s)

Show simple item record