Discipline.  Discipline is not only negative, in the sense of being punitive or preventative, it also makes a positive contribution to organizational performance. An effective organization cannot survive if its members behave in an anarchic way. (...) Within the context of HRM, however, the emphasis has moved away from managerial discipline towards self- and, especially, team discipline. Nevertheless, most organizations continue to have an institutionalized managerial system.

  See an American approach in the Disciplining section of Gemmy Allen's 'Supervision'.

See UK information on Wrongful and unfair dismissal at the Lawrights site.

  Conflict. Only a portion of employee relations issues have a disciplinary element. Many cases arise from some form of conflict between management and employees, or between specific individuals. Conflict has both positive and negative aspects (see table 12.5 on page 391 of Human Resource Management in a Business Context).

(...) Conflict is an inevitable feature of negotiation and bargaining. Trained negotiators are taught to deal with conflict, expecting both negative and positive aspects to appear during the process. This becomes easier to understand when we consider a specific model of negotiation in the next page of this section.

The OSHA in the USA provides extensive guidance on preventing and dealing with the most negative aspects of conflict: workplace violence

  Tribunals and arbitration systems  To what extent can differences between employers and workers be resolved by Arbitration or legal tribunal? It is the view in many countries that an impartial, legally based view has a significant role to play in a number of circumstances. Industrial tribunals take many forms: in Germany the labour courts make legally binding judgements; in the UK tribunal decisions do not set a precedent in law and cannot establish criminal behaviour.

 See  ACAS  site for current information on UK system.