The International Labour Organisation describes ADR as a set of processes that comprise of\nnegotiation, conciliation, mediation and arbitration. This description includes a set of\napproaches to settling disputes, which in practice vary significantly in terms of their nature\nand use from one institutional context to another. ADR has been analysed by some scholars\nas a means of bringing workplace justice to more people at lower cost and with greater speed\nthan conventional government channels. Within the context of ADR, conciliation is seen as\none of the most common and important forms of dispute resolution. Although there is a rising\ninterest in the extent of and outcomes of conciliation, its nature in some contexts remains\nunderexplored. This study presents empirical evidence collated among employer,\nmanagement and trade union representatives as well as other stakeholders that have a role to\nplay in collective conciliation in Nigeria. The study is qualitative due to its suitability for\ngenerating data and gathering rich and robust information. A total of twenty-three interviews\nwere conducted between May 2015 and March 2016. The findings of this study reveal the\nimpact of the independence and objectivity of ADR institutions while carrying out their\nresponsibilities. It establishes that management and trade union interactions during\nconciliation are characterised by lack of trust, lack of confidence, fear and anxiety. It\ndemonstrates how the attitude of management during negotiation can be attributed to their\nperception of the behaviour and demeanour of trade unions and conciliators. Lastly, the study\naffirms the link between the mind-set and approaches of the actors and highlights its connection to the actions and behaviour of trade union and management representatives\nduring their interactions as evident within the Nigerian context.
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