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Although unitarism have been proven to represent old-fashioned and unrealistic ideas, many managers nowadays follow this approach. They believe in a harmony of interests between them and their employers. However, practice has proven little resemblance between the employees' desires and interests, and those of their employers. Therefore, with such an approach to the employment relationship, conflict is inevitable. The 1998 Workplace Employee Relations Survey revealed that 72% of workplace managers consult directly with the employees, and not with trade unions.
In the pluralist approach conflict is considered to be inevitable because various organizations take part in determining the rules of employment. Given the fact that each of these participating organizations has its distinct bases of authority, the risk of a conflict emerging is inevitable. The radical view is meant to be a critique of pluralism.
Conclusion
Conflicts are inevitable within any organization's employment relationship. Given the fact that employers and their employees will never agree on issues concerning pay, working conditions, interests, objectives, and opinions regarding the labor process, conflicts will emerge in any company, sooner or later. They can only be diminished and kept under control through conflict management strategies applied by the companies' managers. The most important causes that make conflicts inevitable are related to pay, communication and leadership. In very few cases, conflicts might be avoided, if anticipated in time, so that managers can take adequate measures that neutralize the possible causes that generate conflicts.
Reference List
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Dawson, Patrick. 1995. Troubles with TQM - Pirelli Cables Australia Limited. Managing Service Quality...
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Edwards, Paul. The Employment Relationship and the Field of Industrial Relations. Blackwell Publishing. (online). Available at http://www.blackwellpublishing.com/content/BPL_Images/Content_store/Sample_chapter/9780631222576/Edwards_C01.pdf.
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Reference List
Gordon, Judith R. 1996. Organizational Behavior. A Diagnostic Approach. Fifth Edition. Prentice Hall International, Inc., Boston.
Dawson, Patrick. 1995. Troubles with TQM - Pirelli Cables Australia Limited. Managing Service Quality Journal, Volume no. 5, Issue no. 6, (online). Available at http://www.emeraldinsight.com/Insight/viewContentItem.do?contentType=Article&hdAction=lnkpdf&contentId=842457.
Callahan, E.R., Fleenor, C.P. & Knudson, R.H. (1986). Undersanding Organizational Behavior - a managerial view point.
EIRO Thematic Feature of Collective Dispute Resolutions in an enlarged European Union - case of Malta. 2004. (online). Available at http://www.eurofound.europa.eu/eiro/2005/08/word/nl0508103t.doc
UNI's Global Framework Agreements 2007. Union Network International. (online). Available at http://www.union-network.org/UNIsite/In_Depth/Multinationals/GFAs.html.
Roberts, Mark J., 2006. Approaches to Partnership: A Case Study of Smorgon Steel. The Management Case Study Journal, Volume no. 6, Issue no. 1, University of South Australia. (online). Available at http://www.ojs.unisa.edu.au/journals/index.php/MCSJ/article/view/81/57.
Edwards, Paul. The Employment Relationship and the Field of Industrial Relations. Blackwell Publishing. (online). Available at http://www.blackwellpublishing.com/content/BPL_Images/Content_store/Sample_chapter/9780631222576/Edwards_C01.pdf.
The issues for Gate Gourmet 1997. Keele University. (online). Available at http://www.keele.ac.uk/socs/ks86/ppt/GateGourmet.ppt#257,3,
The evaluation of work performance of employees is a technical process which is comprehensively, systematically and continuously carried out by the immediate superiors. The evaluation is conducted to identify attitudes, job performance and behavior of the employee during the performance of their duties and functions. The evaluation is done at all levels of the organization starting from the top to bottom. One of the most common uses of the performance
It is not that managers do not see the benefit in conflict that they eschew it; it is that conflict is high-risk and can have significant negative externalities, some of which linger with the organization for a long time. Managers are less enthusiastic about conflict because they are taking into account a longer time frame and the totality of externalities, which makes their views a reflection of better information
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