Reconstruction of Workplace Conflict Resolution

William K. Roche is Full Professor of Industrial Relations and Human Resources at the College of Business, University College Dublin. He is a graduate of UCD and completed his doctorate at the University of Oxford, where he was Heyworth Memorial Prize Research Fellow of Nuffield College. He has held visiting professorships at the University of South Australia, Adelaide and at the University of Melbourne and the Cyprus International Institute of Management. He was a Jean Monnet Fellow at the European University Institute, Florence. He is a Fellow of the Geary Institute for Public Policy at UCD.Paul Teague is Emeritus Professor of Management at The Queen’s University Belfast. He holds a PhD from the London School of Economics and has been a Fulbright Scholar at the University of Massachusetts. He is a Fellow of the Irish Academy of Management. He has written widely on the themes of the employment relations consequences of deeper European integration, social partnership and employment performance, workplace conflict management and human resources in the recession. He has published over 50 papers in top‑tier journals on these themes.Denise Currie is a Reader in Human Resource Management at Queen’s Business School. She is also a graduate of Queen’s Business School, where she completed her PhD on conflict management in business networks (2010). Her current activities lie broadly in employee relations with particular interest in the various dynamics and organizational processes that are integral to creating positive working environments. Specifically, she has interests in workforce conflict, cooperation and collaboration, wellbeing, and diversity and inclusion.

• Chapter One: Reconstructing Workplace Conflict Resolution in Liberal Market Economies Chapter Two: Voluntarism and Conflict Resolution in Ireland Chapter Three: The Labour Relations Commission Chapter Four: The Workplace Relations Commission Chapter Five: Pressures for the Reform of Conflict Resolution Agencies Chapter Six: The New Organizational Character of Conflict Resolution Chapter Seven: Covid-19 and the Delivery of Conflict Resolution Services Chapter Eight: Lessons on the Road to the Workplace Relations Commission