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This paper focusses on the role of trade unions in policy and practice designed to address the workplace impact of domestic abuse. The paper aims to examine this union remit through the lens of corporate social responsibility (CSR).

In-depth interviews were conducted with 39 union representatives in a region of England to capture their views on and experiences of supporting members experiencing domestic abuse.

There is a clear ethical model by which the unions might articulate the key moral, legal and business drivers in determining effective domestic abuse policy and practice. Furthermore, the degree of “proximity”, in terms of union deliberation with employers and particularly joint action following disclosure, suggests that unions could play a key part in achieving “substantive” domestic abuse policy and practice within organisations.

Despite unions' capacity to offer significant support to employers and employees, the role of unions in addressing the workplace impact of domestic abuse is under-researched. With reference to the concept of CSR, the article adds to the knowledge of how to address the workplace impact of domestic abuse.

The purpose of this paper is to explore the orientations of line managers in handling workplace conflict. In particular it examines the tension between the traditional preference of frontline managers for informal approaches and the perceived certainty of written disputes procedures.

The paper draws upon findings from 12 organisational case studies, focusing on interviews conducted with HR and managers.

As line managers undertake more responsibility for people management, their preferences for informal approaches to workplace issues appears to be being replaced by a more rigid adherence to policy and procedure. This is largely driven by a lack of confidence and expertise in conflict management and a fear of the repercussions (both legal and organisational) of mishandling difficult issues. Written procedure therefore provides managers with both a systematic guide but also a protective shield against criticism and litigation.

It is not possible to generalise from a limited sample, therefore this suggested change requires further exploration to assess whether it has been evidenced in organisations more widely.

For practitioners this research highlights the critical requirement for organisations to develop key skills among line managers to enable them to respond effectively to problems at an early stage.

For policy-makers, the barriers to line managers implementing informal resolution should be considered.

This paper enriches understanding of line managers’ current role in people management and the challenges they face in doing so informally.

The purpose of this paper is to explore involving doctors in shared leadership. It examines the policies that have led to the focus on shared leadership and the implications for practice.

This is a conceptual paper, examining policy developments and key literature to understand the move towards shared leadership. It focuses on UK NHS, and in particular doctors, although the concepts will be relevant to other disciplines in healthcare, and healthcare systems in other countries.

This paper suggests that the shared-leadership approach for doctors has potential given the nature of clinical practice, the inherently collaborative nature of healthcare and the demands of new healthcare organisations. Health policy reform, generally, will mean that all doctors need to be engaged with leadership, albeit, perhaps, at different levels, and with different degrees of formality. Leadership will remain an important precondition for the success of the reforms. This is likely to be the case for other countries involved in healthcare reform.

To highlight the benefits and barriers to shared leadership for doctors.

Offers an alternative to traditional approaches to leadership.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

In an ideal world, the workplace would be an environment in which perfect harmony was the norm. Alas, the reality is often quite different. Companies regularly witness accord succumbing to disagreement and dispute. Incidents of this nature often blow over quickly and cause little if any harm. But the threat to performance and organizational well-being over the longer term is a real one that should not be overlooked. Many firms are not surprisingly now increasing their focus on conflict management. Shifts in policy from successive governments have not harmed their cause. Fears that too great an emphasis on formal procedures can negatively impact on costs and economic growth has led to a loosening of the regulatory shackles. As a result, businesses rightly have greater freedom when it comes to handling employment disputes.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.