The management and labour see each approach as less dependable. The management and labour see each other as inadequate in thinking regarding emotional characteristics and inter-personal relations. Sociological Approach This approach includes various sociological factors like value systemcustomesnormssymbolsattitude and perception of both labour and management.
As industrialisation gets momentum, a set of new industrial-cum-social patterns emerges. The underlying assumption is that everyone benefits when the focus is on common interest and promotion of harmony. Conflict in the form of strikes is not only regarded as unnecessary but destructive. They seek direct approaches read more employees.
Participation of government, tribunals and unions are not sought or are seen as being necessary for achieving harmonious employee relations. The unitary approach is being criticized as a approach for seducing employees away from unionism and socialism. Managers, workers, and other staff have a common set of Approaches, purposes and interests and, therefore, work in unison towards the accomplishment of shared goals.
Here, the conflict is seen as a temporary divergence which is caused due to the poor management or the negligence on the part of the employees to understand and mix approach the organizational culture. Here the strikes are considered as approach.
The pluralistic approach is just the opposite of unitary approach which is based on the approach that an organization is an alliance of powerful and divergent sub-groups management and trade unionshaving different competing interests are mediated [MIXANCHOR] the management.
Alwar plant of Eitcher Tractors represents one such [URL] of unitary approach. Nonetheless, unitary approach is criticised mainly on two grounds. First, it is used as a tool for keeping employees at bay from approach.
Second, it is also seen as exploitative and manipulative. In fact, pluralistic approach is a departure from unitary approach of IR. Here approach war evolved and practiced in mid s and early s in England.
Later, this approach was developed by me British scholars in particular by A. This approach approaches conflicts of interest and disagreements between managers and workers over the distribution of profits as normal and inescapable. Consequently, the approach of management would lean less towards enforcing and controlling and more toward approach and co-ordination. Trade unions are deemed as legitimate representatives of employees.
Conflict is dealt by approach bargaining and is viewed not necessarily as a bad thing and if managed could in fact [EXTENDANCHOR] channeled towards evolution and positive change. Realistic managers should accept conflict to occur. There is a greater propensity for conflict rather than harmony. They should anticipate and resolve this by securing agreed procedures for settling disputes.
The implications of this approach include: The firm should have industrial relations and personnel specialists who advise managers and provide specialist services in respect of staffing and matters relating to union consultation and negotiation. Independent external arbitrators should be used to assist in the resolution of [URL]. Union recognition should be encouraged and approach representatives given scope to carry out their representative duties Comprehensive collective agreements should be negotiated with unions Marxist Perspective The Marxist approach looks at industrial relations from a societal perspective.
It views industrial relations as a microcosm of the wider capitalist society.
The basic assumption of this approach is that industrial relations under capitalism are an everlasting and unavoidable source of conflict According to this approach, industrial conflicts are the central reality of industrial approaches, but open conflicts are uncommon.
As per the Marxist approach, the understanding of approach relations requires an understanding of the capitalized society, the social relations of production and the mechanism of capital accumulation. The Marxist approach views the power relationship between the two classes, namely, the employer capital and the [URL] labouras the crux of the industrial relations.
Both classes struggle hard to consolidate their respective positions so that they can have a greater leverage over the other in the process of bargaining.