Abstract
Over the last three decades there has been a radical shift in the regulatory framework dealing with formal manifestations of workplace conflict in the UK. Legal structures that supported collective industrial action have been weakened and replaced with a system that allows individuals to pursue enforcement of employment rights through litigation, via employment tribunals (ETs). Current debate often focuses on the costs of the ET system for the workers involved, in particular its implications for business performance and public expenditure (De Dreu 2008; OPP 2008; CIPD 2011; Gallie et al. 2013; Mangan 2013). Policymakers and academics consistently ask how we can best manage workplace conflict in order to prevent escalation to the ET process, and this area has accordingly seen various policy changes to rectify perceived problems following the publication of the Gibbons Review in 2007.
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