Abstract
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.
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