Employee Relations

Employee Relations

Q.4

Ans.

Introduction

When studying the theories of industrial relations, there are three major perspectives that contrast in their approach to the nature of workplace relations. The three views are generally described as the unitary, pluralist and Marxist perspectives. (Barker, 1995) Each offers a particular perception of workplace relations and will therefore interpret such events as workplace conflict, the role of trade unions and job regulation very differently.

Unitary Perspective

In Unitarianism, the organization is perceived as an integrated and harmonious whole with the ideal of "one happy family" (Eaton, 2000), where management and other members of the staff all share a common purpose, emphasizing mutual cooperation. Furthermore, unitarism has a paternalistic approach where it demands loyalty of all employees, being predominantly managerial in its emphasis and application. Consequently, trade unions are deemed as unnecessary since the loyalty between employees and organizations are considered mutually exclusive, where there can't be two sides of industry. Conflict is perceived as disruptive and the pathological result of agitators, interpersonal friction and communication breakdown.

Pluralistic Perspective

In pluralism the organization is perceived as being made up of powerful and divergent sub-groups, each with its own legitimate loyalties and with their own set of objectives and leaders. In particular, the two predominant sub-groups in the pluralistic perspective are the management and trade unions. Consequently, the role of management would lean less towards enforcing and controlling and more toward persuasion and co-ordination. Trade unions are deemed as legitimate representatives of employees; conflict is dealt by collective bargaining and is viewed not necessarily as a bad thing and, if managed, could in fact be channeled towards evolution and positive change. (Eaton, 2000)

In 1964, the Report of the Royal Commission On Trades Unions and Employers Associations (The Donovan Report) recommended pluralism as a pragmatic, effective alternative to the unitarist approach. This approach sees conflicts of interest and disagreements between managers and workers over the distribution of profits as normal and inescapable. Realistic managers should

accept conflict will occur. There is a greater propensity for conflict rather than harmony (unitary perspective).

anticipate and resolve this by securing agreed procedures for settling disputes.

Pluralism assumes that achievement of consensus and long-term stability in management/worker relations is the best way to balance the demands of competing groups (Barker, 1995) mechanisms and channels must be designed and introduced so that the frustration and anger assoicated with conflict can be vented and given relief rather than harmfully repressed. Management should thus adopt policies and agree to procedures and codes which recognise that conflicting interests exist. They should be willing to negotiate compromises. In the mid-1960s the recommended procedures to channel conflict and reduce its harmful potential included e.g.

union recognition agreements

joint-consultation and negotiation committees

collective agreements reached at the most appropriate level for workers interests - this is likely to be a "shop" level

discipline and grievance procedures

arrangements for arbitration, mediation and settlement etc.

In 1968 - the majority report of the Donovan investigation concluded that

Management and labour can resolve differences in an orderly way by collective bargaining (Panitch & Swartz, ...