The paper "Perspectives to Industrial Relations" is a great example of management coursework. In industrial relations, there is a wide range of perspectives that operate within the realm of employer-employee interactions. One thing in common for all these perspectives is that they function at the level of the meta-theory. This is crucial when observed at the lower level of industrial relations. There is undeniable theorization of the labour relationship factors which is inadequately established. This may pay relevance to the fact that industrial relations are significantly interdisciplinary. The implication here is that there is no precise status as a field and no defined conceptual framework in which grounds can be based.
This description will focus on the two main perspectives in industrial relations (Unitarism and pluralism), as well as explaining the difficulty and cooperation at the workplace from these perspectives (Drori, John & Hokyu, 2006). Unitarism Perspective Research indicates that unitarist approach takes an upper hand in major organizations that are reasonable in the business environment today. The perspective asserts that all individuals or employees within a corporation have a similar purpose and thus, committed to accomplishing the same purpose (Jepperson, 2001).
Taken from this viewpoint, it is inevitable that the perspective excludes the possibility of a workplace crisis in any form. In addition, it overrules the possibility of systematic recognition of the conflicts. It is implied that the interrelationship between managers and other employees is recognized in the form of partnership, between the source of resources, control and the employees. Due to the fact that the perspective has continuously ruled out conflicts at the workplace, most of the critics have been directed to this kind of assertion.
The main argument put across by unitarists in relation to conflicts is that there should never be a conflict being integral to a firm. According to them, the existence of conflicts in an organization signals the breakdown of the entire system in terms of communication and its operations (Drori, John & Hokyu, 2006). This, however, does not mean that the system is faulty. Nevertheless, they recognize that any form of conflict may only emerge from the following factors: There might be inappropriate management by the managers Communication breakdown may as well as conflicts Interests may differ and as a result, the groups fail to reach a consensus Resistance from employees At the beginning of the 1980s, a new perspective came in.
This relates to the unitarist perspective and therefore, the name neo-unitarist philosophy. This turned its attention to the larger scale of the marketplace instead of looking at the workplace relationship. As such, the organization is inclined to success in the market place, while paying close attention to the reduction of the gap between customer satisfaction and appreciation. This has resulted in high levels of quality in terms of products and services offered to clients (Mohr & Francesca, 2007).
The most important concept in the neo-unitarism is the emphasis given to the relevance of the HRM in an organization. According to this perspective, it is presumed that any organizational transformations should be accomplished through the establishment of full expertise from employees. Most imperative to this view is the growth and sustenance of the company’ s values that are focused to develop all people to their optimal potential. This secures full and fervent commitment to the goals of the firm.
As such, the neo-unitarist perspective lays emphasis on the training of people, offering them career development schemes, chances for promotion as well as incentives in relation to their individual performance.