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In his review of theoretical and empirical research on grievance procedures, Lewin (1999) states that the “grievance procedure is widely regarded by scholars and practitioners as the centerpiece of union-management relations.” It is somewhat strange, then, that a trawl through British industrial relations publications for the 1980s and 1990s reveals very few dealing with the process for resolving employment disputes in unionised workplaces (usually articles about industrial tribunals, now called employment tribunals). Given this paucity of studies in unionised workplaces, it is less surprising that almost no research has been published recently on how employees and management in non-union firms go about dealing with individual conflict in the workplace today.

This paper seeks to explore the role of ombuds processes on commitment and trust to the organization.

This research is framed by and builds on theories about cooperation‐competition, procedural justice, and third party intervention (ombudsman processes) in managing organizational relationships. Data for this study come from semi‐structured longitudinal interviews with 45 participants (138 interviews total) during active pursuit of a grievance through the ombuds process.

Organizational commitment and trust are fluid processes created through symbolic interaction with organizational actors. Interaction with these actors, over time, influences commitment to the organization.

This study reports on the perspective of the person pursuing the grievance through one ombuds office. Future research should explore perspectives of both parties and in different organizational contexts.

The use of ombuds processes to manage conflicts may restore trust and commitment in the organization. Key to this is the use of processes that demonstrate fair procedures and effective communication by high status organizations actors.

This paper provides new insight into the effects of conflict and conflict management in organizations and is of value to organizational leaders, managers, ombudspersons, and other conflict management specialists.

The purpose of this study is to explore the role of anticipatory procedural justice, seriousness/type of conflict, and design of ombudsman processes with intentions to use ombudsman processes to resolve disputes.

The study was a 3 (type of conflict with three scenarios nested in each type)×3 (design of ombuds system). Subjects read scenarios and filled out Likert type survey items related to seriousness of conflict, anticipatory procedural justice, and intentions to use ombuds processes.

Perceived seriousness and anticipatory procedural justice were significantly related to intention to use ombuds process, but design of ombuds process was not.

This study was limited to scenarios of academic conflict. Research should be extended to experienced conflicts and conflicts in other contexts.

Potential users of ombuds processes are more concerned with principles of fairness and justice than the specific elements of how dispute systems are designed. While the design of a system needs to insure disputants perceive it to be fair, institutions concerned with resolving disputes between/among members should be more concerned with having a system than about promoting specific details about the design of that system.

This study advances both the study of ombuds processes/design and anticipatory procedural justice. This study provides unique findings related to both the design of ombuds processes and the conditions under which disputants might utilize the process. Additionally, procedural justice is demonstrated to be useful in forming decisions about use of processes, not just evaluations after processes have been used.

An Asian delegate to the UN‐conference of Women in Copenhagen 1980 asked the Norwegian Ombud:

This chapter explores the adoption and implementation of a conflict management system (CMS) in a hospital setting. In particular, it uncovers the different motivations and challenges associated with a CMS across various stakeholders within the organization.

The chapter is based on qualitative research conducted in a large American hospital that adopted and implemented a CMS over the course of 15 months. The author conducted extensive interviews with stakeholders across the organization, including top management, union leaders, middle managers, clinicians, and frontline staff. Findings are also based on an array of observations, including stakeholder meetings and conflict management sessions.

The case study demonstrates the centrality of underexplored, generalizable, and industry-specific pressures that may lead organizations to reconsider their use of traditional dispute resolution practices and to institute a CMS. It also highlights the inherent organizational ambivalence toward the design and adoption, initiation and implementation, and routine use of a CMS and it documents the different types of outcomes delivered to various stakeholders.

The chapter provides a nuanced portrait of the antecedents to and consequences of the transformation of conflict management within one organization. It contributes to the existing body of research exploring the 30-year rise of alternative dispute resolution and CMSs in a growing proportion of firms in the United States. The use of an in-depth case-study method to examine this CMS experience offers a number of important insights, particularly regarding different stakeholder motivations and outcomes.

The U.S. Census Bureau, health data providers, and credit bureaus are information organizations (IOs). They collect, store, and process large sets of sensitive data on individuals, households, and organizations. Storage, processing, and dissemination technologies that IOs employ have grown in capability, sophistication, and cost‐effectiveness. These technologies have outpaced the design and implementation of procedures for protecting data in transfer from primary data provider to IO and from IO to data user. On the one hand, it is necessary to protect the confidentiality of such data; on the other hand, it is necessary to protect the accessibility to the data by users, including researchers and analysts. Conflicts ensue in the two corresponding arenas: between the IO and data providers concerned with inadequate privacy and confidentiality protection; and between the IO and data users who find their access to data restricted. In this article third‐party mechanisms for managing disputes in the privacy and information area are both theoretically justified and their empirical manifestations examined The institutional mechanisms considered include privacy and information clearinghouses, a “Better Data Bureau,” a privacy information advocate, a data ombuds, a privacy mediator, an internal privacy review board, and a data and access protection commission. Under appropriate circumstances, these arrangements promise a more flexible and responsive resolution of the conflict between privacy/confidentiality and legitimate information access than is possible through legislative action and administrative rulings alone.

The paper focuses on the tensions between the subjective discretionary decision making of an ombudsman and the objective non‐discretionary decision making favoured by judges, especially on appeal or judicial review from an ombudsman. Is ‘justice according to law’, an oxy‐moron? Examples of decisions where the law was deliberately not applied because it was not considered ‘fair and reasonable in all the circumstances’ are taken from the writer's time as Insurance (and later Pensions) Ombudsman. Will the Financial Services Ombudsman Scheme revive a newer equity or will consistency be regarded as something better than justice in the individual case?

This paper examines the role of the Banking Ombudsman in dealing with complaints about banking services. It describes the procedures for investigating eligible complaints and considers the overlap with other Ombudsman schemes, in particular those of the Building Societies and Insurance Ombudsmen.

How do university compliance administrators implement the rules prohibiting campus sexual misconduct? Title IX Coordinators’ authority is legal–rational and derives from the power to enforce Title IX and university rules. The paper aims to discuss this issue.

Analyzing narratives collected from administrators at 22 large institutions of higher education, this paper distinguishes rules from relationship-oriented Coordinators and develops an understanding of how and why Title IX Coordinators utilize relational authority as they implement Title IX.

The key finding is that relational administrators exhibit less institutional authority than their rules-based counterparts and focus on their relationships with complainants and respondents over university leaders and administrators.

While other researchers have focused on rules, this research demonstrates how Title IX Coordinators draw heavily on relational strategies.

The paper seeks to conduct a qualitative analysis to determine if organizational attempts to communicate positive images affect consumer perceptions of organizational effectiveness.

Through a rhetorical analysis, the authors categorized responses into four basic types of issues: issues of fact, issues of definition or category, issues of value, and issues of policy. The authors then employed qualitative analysis, using a rhetorical approach to categorize respondents' opinions related to their shopping experiences.

Data results support the notion that consumers' buying habits are forged or altered based on stimuli outside the quality of goods or services. Some of the factors that most influence a consumer's decision to continue to patronize a retail outlet include courtesy of sales associates, responsiveness of management in dealing with complaints and concerns, and added values such as knowledgeable staff.

The authors acknowledge that further research could be employed, using a larger sample size. Their nonrandom, convenience sample provided the data.

The overall effectiveness of an organization in developing brand‐loyal consumers seems to hinge on a combination of factors. These include developing awareness through structured and poignant commercial messages, delivering products and services with an eye toward customer satisfaction, and hiring and training qualified and courteous sales associates.

The authors' methodology looked at the issue from a rhetorical analysis perspective, not a quantitative analysis. The study should prove to be of value to retailers and organizations interested in a marketing communications approach.