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Bipolar Tension and Employee Relations Challenge at a Higher Education Institution

Bipolar Tension and Employee Relations Challenge at a Higher Education Institution

Niveen Labib Eid, Mays Dahadha
Copyright: © 2021 |Pages: 25
ISBN13: 9781799858201|ISBN10: 1799858200|ISBN13 Softcover: 9781799868545|EISBN13: 9781799858218
DOI: 10.4018/978-1-7998-5820-1.ch010
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MLA

Eid, Niveen Labib, and Mays Dahadha. "Bipolar Tension and Employee Relations Challenge at a Higher Education Institution." Cases on Critical Practices for Modern and Future Human Resources Management, edited by Devi Akella, et al., IGI Global, 2021, pp. 218-242. https://doi.org/10.4018/978-1-7998-5820-1.ch010

APA

Eid, N. L. & Dahadha, M. (2021). Bipolar Tension and Employee Relations Challenge at a Higher Education Institution. In D. Akella, N. Eid, & A. Sabella (Eds.), Cases on Critical Practices for Modern and Future Human Resources Management (pp. 218-242). IGI Global. https://doi.org/10.4018/978-1-7998-5820-1.ch010

Chicago

Eid, Niveen Labib, and Mays Dahadha. "Bipolar Tension and Employee Relations Challenge at a Higher Education Institution." In Cases on Critical Practices for Modern and Future Human Resources Management, edited by Devi Akella, Niveen Eid, and Anton Sabella, 218-242. Hershey, PA: IGI Global, 2021. https://doi.org/10.4018/978-1-7998-5820-1.ch010

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Abstract

This is a case of employee relations challenge at ASE, a Palestinian higher education institution (HEI). It reflects on real narratives and experiences of an accumulative and an endured conflict between ASE's labor union and its top management due to rigid administrative policies and pitfalls while transitioning through a strategic reform. The case urges readers to revert to the roots, envisage, and analyze 'internal employee relations under crises' from a dialogical and a sociopolitical perspective based on ideas drawn from the Habermas's 'Theory of Communicative Action' (TCA). HEIs are envisaged as sovereign workplaces that function on pluralistic values generating positive dialogue communication between all stakeholders and subsequently healthy employee relations. This case examines different episodes where ASE's management utilized autocratic leadership for utilitarian drivers causing employee exclusion and mounting tensions on campus. Consequently, several forms of overt resistance prevailed including strikes, apathy, and work interruptions.

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