The focus of both academic and public debate on the expression of work-related conflict has long been focused on strikes. Substantial declines in collective disputes have been associated with more harmonious and less conflict-laden employment relations. This research deals with another, often forgotten form in which conflict is manifested, namely the settlement of individual conflicts through labour courts or employment tribunals. Its aim is to explore and explain differences in application rates to national judicial bodies both across countries and over time. Using a novel database on 23 European Union Member States, it is found that a substantial degree of variance exists; claim rates across Europe differ substantially, and countries have developed along different lines. The explosion of court applications is found to be exceptional, and stability or volatility is identified in the large bulk of EU Member States. In order to explain cross-sectional and time differences, the research draws on wide range of literature, develops a new procedural concept of conflict, and proposes a comparative neo-institutionalist framework accounting for both institutions and actors. The theoretical discussion elaborates three sets of arguments to predict claim incidence. First, it is argued that the existence of comprehensive collective industrial relations institutions, particularly employee workplace representation and collective agreements, tend to reduce the frequency of labour court claims. Second, the amount and complexity of employment regulation is argued to have an impact on the incidence of court applications. Finally, cyclical economic conditions and individual characteristics of the potential grievant are expected to predict the phenomenon. Empirical evidence is presented from a range of different data sources, such as national administrative data and large-scale surveys for three country case studies on France, Germany and the United Kingdom. Findings support that all three sets of explanations contribute to the explanation of the incidence of labour court claims. Moreover, data seem to confirm the need for an interdisciplinary approach drawing on different bodies of literature.

<p>The aim of this study was to get knowledge of the communicationprocess between the branch head and the co-worker in communal geriatric care. To narrow it down we focused on how the branch head experience the communicationprocess in conflictsituations between co-workers and what she or he usually do to resolve the conflict. We made qualitative interviews with ten of the branch heads in communal geriatric care, in four communes. The questions we had in mind throughout the study was based on four keywords (communication, leadership, conflict and conflict management) of which we created a narrative story from every interviewing person to get hold of the experience and knowledge behind their interviews. In our analysis as theoretical perspectives we used system theory, communication theory, attribution theory and the philosophy of Dialogue by Martin Buber. Our result show that the communication between both co-workers and the branch head is the most important tool for conflict management. Here lies a well functioning dialogue where the co-workers get the chance to question, be heard and mark their limit. Based on the interviews we saw that no matter how the branch head treat and lead the co-workers, conflict will rise. However, there are a few things pointed out as important to ease the effect on conflict and that is to communicate with straight and forward messages, inform the co-workers what goal the organization has and strive after a mutual relationship between everyone in the organization. The response then show a group of prosperous co-workers that accept the fact that they can have different opinions and yet work in harmony together and come to decisions that benefit the client. Most of our interviewing persons believe that leadership is about self-reflection, humbleness to oneself and others and to know the right time when to set clear boundaries.</p>

The aim of this study was to get knowledge of the communicationprocess between the branch head and the co-worker in communal geriatric care. To narrow it down we focused on how the branch head experience the communicationprocess in conflictsituations between co-workers and what she or he usually do to resolve the conflict. We made qualitative interviews with ten of the branch heads in communal geriatric care, in four communes. The questions we had in mind throughout the study was based on four keywords (communication, leadership, conflict and conflict management) of which we created a narrative story from every interviewing person to get hold of the experience and knowledge behind their interviews. In our analysis as theoretical perspectives we used system theory, communication theory, attribution theory and the philosophy of Dialogue by Martin Buber. Our result show that the communication between both co-workers and the branch head is the most important tool for conflict management. Here lies a well functioning dialogue where the co-workers get the chance to question, be heard and mark their limit. Based on the interviews we saw that no matter how the branch head treat and lead the co-workers, conflict will rise. However, there are a few things pointed out as important to ease the effect on conflict and that is to communicate with straight and forward messages, inform the co-workers what goal the organization has and strive after a mutual relationship between everyone in the organization. The response then show a group of prosperous co-workers that accept the fact that they can have different opinions and yet work in harmony together and come to decisions that benefit the client. Most of our interviewing persons believe that leadership is about self-reflection, humbleness to oneself and others and to know the right time when to set clear boundaries.