The paper “ Conflict between Employers and Employees - the Commonalities and Differences of Interest through Unitarist, Pluralist and Radical Approaches” is an excellent example of a case study on human resources. This paper will discuss the commonalities that are shared among employees from all the three departments, that is, design, fabrication and assembly regarding how employees and management view the workplace organization, and how far it goes. Also, we will discuss divergence that exists between employees and management and if there exists an imbalance of bargaining power between management and employees at LIPC Integration Plant Plc, as well as solutions. Unitarist PerspectiveIn this perspective, employing an organization is perceived to consist of different groups of people and individuals that share interests and objectives, and thus, they should work together (Rose 2008).
The management has the highest authority; however, the emphasis is on employee loyalty. The management is expected to make all the authoritative decision making of the organization which should be followed by employees. In the design department, the management proposition is that work and creation of the design department professional employees remain property of the company as long they remain employed in the organization.
Another problem of this perspective is that the management may take the harsh decision to meet organization interest (Smith, Farmer & Yellowley 2012). For instance, the management refused to increase the assembly workers' pay and change the work structure, and this may hinder the efficiency of the employees. Therefore, the organization should offer a healthy working environment for its workers that reduce the number of conflicts. The unitarist perspective is more concerned about the organization's goal, and thus the management makes the employees more concerned about the organization's goal rather than their interests.
Therefore, management plays a significant role in ensuring that the employees are satisfied and enthusiastic towards achieving the organization's goal. The management ensures that a win-win situation is created for the employees and organization by aligning their objectives. For instance, in the fabrication department at LIPC Integration Plant Plc, the workers have been favored by the new reward system based on performance. Now the workers can work longer hours, be more dedicated and pay more attention to getting more to get a higher reward.
As a result, workers' productivity has also improved. Consequently, the workers have also asked for more training and the management has agreed to support them and reward high performing employees. In other words, the unitarist approach has helped to achieve the organization's goals effectively by achieving a common goal and a smooth work environment. Pluralist PerspectiveThe pluralist perspective is based on the assumption that the organization is composed of groups and individuals with different interests and objectives. Therefore, these interests and objectives are likely to conflict.
It is more likely to see that there are conflicts with the organization between the employees and different management functions because all employees do not have the same interests and expectations (Rose 2008). At LIPC Integration Plant Plc. , the design department employees have a conflict with the management because of different interests and expectations. The workers feel that since their work is complex, they should be rewarded for creativity, and these designs should remain their individual intellectual property. However, the management is against this idea and argues that so long as they remain to be employees at LIPC Integration Plant Plc, their design remains part of the company.
The pluralist approach believes that in every conflict there is the need to bargain with the employees and employer. Conflicts should not just be overlooked but should be managed effectively. Similarly, the LIPC Integration Plant Plc management has tried to negotiate with the design department's professional staff members as a way of harmonizing the situation, but it did not yield results.