Unitarist or Pluralist Approach in Managing of Contingent Work - Essay Example

Running Head: Unitarist or Pluralist Approach in Managing the Use of Contingent Work Student’s Name: Instructor’s Name: Course Code and Name: University: Date of submission: Managing the use of contingent work The associated requirements and changing economic environment of a modern-day organization have resulted in the rise of temporary, part-time, and contract work. Nowadays, there are numerous different theories and approaches with regards to industrial relations. In order to arrive at a conclusion on the most appropriate or best theory of industrial relations that can be used in managing the use of contingent workers, I will analyze the unitarist and pluralist approaches. Each of these approaches offers a perception of the relations that exist in the workplace; thus each provides a different perspective in managing the use of contingent workers. I will analyze each of the two theories separately and thereafter come up with my opinion on the most appropriate or best approach in managing the use of contingent workers. Unitarist Approach Under the unitarist, an organization is viewed as a harmonious and integrated system whereby all individuals act as “one happy family”. The fundamental assumption is that staff and management, and all stakeholders in an organization share a set of common, interests, values, objectives, and practices. Therefore, all members should work hand-in-hand, together in trying to achieve the shared common goals of the organization. Through this approach, it is presumed that both employees and management can satisfy and achieve their mutual goals such as job security, increased pay, profitability, and high levels of productivity. In addition, unitarist perspective adopts a paternalistic approach whereby it requires all employees to remain loyal to an organization. Under this approach, the function of management is perceived as directing and controlling the organization. Management views the organization as a system that is unitary whereby the source of authority is management itself, and the source of loyalty being the organization. Under this approach, the structure of an organization is in harmony and any form of conflict or opposition to management is perceived as both exceptional and unnecessary. Therefore, trade unions are regarded as unnecessary while conflict is viewed as disruptive (Wiljoy, 2009). Pluralist approach Under pluralist approach, the organization is viewed as consisting of divergent and power sub-groups, with each sub-group having its own set of leaders and objectives, and unique, legitimate loyalties. The two main subgroups in an organization from the pluralistic perspective are trade unions and management. As a result, the role of management becomes less of controlling and enforcing, and more of coordination and persuasion. Trade unions are perceived as legal representation of workers, and conflict is addressed using collective bargaining. Conflict is not viewed as a bad thing, meaning that it can be managed and directed towards positive change and evolution (Analoui, 2002). Pluralistic approach assumes that the achievement of long-term stability and consensus in worker relations or management is the appropriate means of balancing the needs of competing of competing groups. Therefore, proper channels and mechanisms should be formulated and introduced in order to take care of anger and frustration associated with conflict can be released, and this will relieve those concerned from harmful repression. Thus, management should formulate codes, policies, and procedures that recognize the existence of conflict of interest. Management and staff should be ready to negotiate compromises using avenues such as negotiation and joint consultation committees, grievance and discipline procedures, arrangements for settlement, mediation, and arbitration, and union recognition arrangements. The use of contingent workers in organizations has increased as a result of the changing economic times. However, worker discontent may arise if contingent workers are not treated equitably. This may have an impact on the productivity of such workers in an organization, and this might lead to decreased output. From the definition of the two approaches, I consider the unitarist approach as the most appropriate in managing the use of contingent workers (Chang & Liao, 2009). The benefits of the unitary approach can be analyzed from two viewpoints, the employee and employer point of view. From the point of view of employees, the benefits of a unitary approach are: If a union is established, its work will be to facilitate communication means between the company and groups of staff. This promotes harmony and consensus in case of disagreements between management and contingent workers or contingent workers and other workers in an organization. The working practices in the organization are flexible meaning that people should be multi-skilled, improvement and business process oriented, and should be ready to tackle tasks with efficiency and zest. Under a unitary approach, contingent workers will be given a chance to contribute to workplace decisions. This will empower contingent workers and instill a culture of team work, creativity, innovation, discretion in problem solving, and quality improvement. Unitary approach stresses on the establishment of sound conditions and terms of employment, and good relationships which must be agreed with workers. For contingent workers, this will make them feel more comfortable, and it will reduce discontent. This approach also emphasizes on recognition and appreciation of the efforts workers by rewarding workers on their specific contributions. This will make contingent workers feel that they are being treated equally with the rest of the workers (Gillian & Tricia, 2003). Unitary approach emphasizes on respect for workers especially on their dignity and integrity. Managers will support the endeavors of contingent workers and this will make these workers feel that their expertise and skills are being utilized. From the employers’ point of view, the benefits of unitary approach are: Unitary approach ensures that the personal aims of each person employed in an organization are in line with needs of the organization. Performance review and job planning are conducted in a developmental and supportive atmosphere. This will give staff the development support and training opportunities which will empower them in the quest of their objectives. From the unitary perspective, management and staff conflict are seen to emerge from insufficient presentation of policies of management and lack of information. Conflict is also triggered by malcontents and workers whose values and attitude are against the organization. Therefore, employers will benefit from recruiting staff whose personal orientation and traits are in line with the culture of an organization. Organization will benefit by engaging contingent workers in team activities, briefing, training, and timely communication so that they become incorporated in the ways of doing things and norms of the company (Wailes et al, 2003). Application of Unitary approach in human resource management Recruitment and selection As many organizations are increasingly depending on contingent workers, most of them are finding obstacles in managing this crucial component of the work force. From a unitary perspective, such organizations should consider the kind of contingent workers they are hiring. When hiring, organizations should make sure that the attitudes, values, and traits of contingent employees are integrated with the culture of an organization. As the aim of the organization is to succeed and achieve its objectives, each new contingent employee take ownership of their effort in increasing the quality and performance of an organization (Pocock, et al, 2004). Performance management From a unitary perspective, it is necessary for organizations to improve the performance of employees continually. There are a number of steps that an organization can take so as to improve performance of contingent workers, and ensure there is mutual satisfaction. To begin with, the morale of contingent workers can be improved tremendously if these workers were to be given access to similar services as the regular employees. Simple things such as getting purchase discounts, being allowed to park on the company’s park lot, or even being allowed to take lunch in the company cafeteria, will improve the performance of contingent workers. In addition, a company can offer training to contingent employees; this will increase their skills and improve their performance (Clayton et al, 2004). A company can also improve the performance of contingent employees by carrying out performance reviews after the completion of a project. This will give the worker the required feedback to enable them to improve, and will prepare the worker for success in projects that follow. References Analoui, F. (2002). The changing patterns of HRM. UK: Ashgate. Chang, C., & Liao, I. (2009). Individual characteristics, organizational justice and job attitudes of employees under Non-standard work arrangements: Study of employees of international tourist hotels. International Journal of Management, 26(2), 224. Clayton, T., Holden, L. & Beardwell, I. (2004). Human resource management a contemporary approach. 4th Ed. Harlow: Prentice Hall. Gillian, W., & Tricia, R. (2003). Employment entitlements and casual status; Lessons from two Queensland cases. Australian Bulletin of Labor 29(1), 62. Pocock, B., Campbell, I, & Buchanan, J. (2004). Securing quality employment; Policy options for casual and part-time workers in Australia. Sydney: Chifley research institute. Wailes, N., Lansbury, R. & Ramia, G. (2003). Interests, institutions, and industrial relations. British journal of industrial relations, 41(4). 619-634. Wiljoy, P. W. (2009). Theories of industrial relations. 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