Which Perspective, Unitary, Pluralist or Radical Offers the Most Robust Explanation for the Decline in Trades Unions - Coursework Example

Which perspective, unitary, pluralist or radical offers the most robust explanation for the decline in Trades Unions? Introduction Human resources management practices have adapted to evolving needs of the business environment and changing business dynamics have exposed organizations to new forms of challenges in this context. The human resource (HR) department plays a prominent role in supporting organizational functions through appropriate strategies that ensure a healthy work environment and supports employee developmental practices. The primary goal of such initiatives is to enable the employees deliver the best of their capabilities and meet operational requirements through adequate employee motivation and commitment at workplace. However, the diversified interests of management and employees continue to be the source of conflicts and this can have negative impacts on organizational performance and productivity (Benson & Zhu, 2008). While entrepreneurs are driven by goals of profit maximization, employees seek career progression and personal growth opportunities that can sustain their motivation at workplace. The key issue that arises in this context is that management in their pursuit of profits fails to recognize employee welfare and developmental needs. Trade unions have provided the employees with the scope to make themselves heard and get their problems sorted out through talks and agreements with the management authorities. For years, trade unions have helped employees represent their problems and issues to management and seek amicable solutions. Trade union has been defined as “an organization of workers that aims to protect and advance the interests of its members” (BIS, 2009). Employment relations perspectives The goals and objectives of trade unions have been effectively used by organizations to improve work culture and promote operational efficiencies. However, managerial attitudes to recognition of trade unions have been negative in general owing to the potential threat posed by trade unions in smooth functioning of the company. There is a general consensus among managers that trade unions can threaten the effectiveness of organizations through unfair employee demands. The power of trade unions witnessed a sharp decline during the early 1990s on account of new managerial perspective that demanded a shift in existing employment relations. While the 1980s saw a growth in authoritative management style, the 1990s reflected a more participative approach to managing employees. The decline of trade unions can be analyzed effectively through the unitarist and pluralist framework that explain the organizational culture and existing managerial practices (Cornelius, 2002). The unitarist framework developed by Alan Fox in the year 1966 reflects the view that there is an element of mutual interest and trust existing between employers and employee. This element of interest plays an important role in supporting harmony and trust at workplace. Thus according to the unitarist approach everyone in the organization shares similar goals and thus conflicts within the organization is often due to misunderstanding that might arise between the two parties. Thus conflicts in organizations are often a result of poor managerial strategy, lack of proper communication, and inadequate employee training and development initiatives (Daniels & Mcllroy, 2009).Such confrontations are avoidable through proper management and collaborated efforts that focus on resolving existing issues and challenges amicably. The focus of this approach is hence on team work, collaboration, commitment and trust. “This model of the employment relationship is therefore the foundation for contemporary human resource management and its focus on creating policies that simultaneously benefit employees and employers” (Wilkinson, Redman, & Snell, 2010, p57). However, this approach is based on a more idealist situation rather than practical challenges faced within the organization on a day to day basis. The theory assumes that there is no power conflict since all individuals within the enterprise are driven by shared goals and objectives. Any conflict of this nature highlights the inappropriateness of the management practices that need reviewing. The pluralist approach to employment relations is based on the assumption that different groups within the organization have different goals and objectives. Multiple interests and varied objectives guide the individual actions and performance at workplace. Employers and employees are thus driven by conflicting and common interests that define their relations at workplace. The approach supports the view that conflicts at workplace are inevitable and should be treated as healthy aspects that drive employment relations. Thus conflicts within the organization, according to this approach, are attributed to diversified interests and scarce resources that create the need for effective management and control over operations. The key aspect defining pluralist approach is the power and authority assumed by either party during negotiations to resolve and manage conflicts. Bargaining power of either party determines the outcomes of conflict management initiatives (McCourt & Eldridge, 2004). The third approach or the radical perspective highlights the social and economic inequalities as the primary source of conflict between employee and employers. Since employers’ interests are driven by profit maximization goals, management practices focus on exploiting labor resources to achieve financial goals. The benefits of employee efforts are reaped by employers who are provided marginal wages in comparison to profits earned. Hence conflicts are inevitable and the only solution left with the workers is trade unions that can take care of their interests and welfare (Edwards, 2003). As per this view, the power and authority within organizations lie with the management and hence trade unions are the only way employees can exercise power to support workforce interests. Trade unions and employment relations perspectives Based on the reflections and observations supported by each of these approaches, it can be inferred that the role of trade unions have declined on account of growing unitarism. Employee relations today are guided by the changing business environment that calls for increased collaboration and improved communication to support efficient work practices. The new-age organizations promote a horizontal hierarchical structure that eliminates autocratic managing practices. The conventional management practices are replaced by a more participative business model that takes into account employee needs, interests, opinions and beliefs. The participative business model provides for an emancipated organizational structure that is based on free flow of information, increased focus on skills, emphasis on employee development and collaborative efforts that aim towards predefined business goals and targets (Roberts, 2004). The evolving business environment has been responsible for widespread transformation in managerial strategies and practices that focus on improving adaptability of organizations to changing business needs. Organizations operate in an increasingly complex environment that depends on the skills and abilities of its human resource for successful market presence. While a participative management model supports organizational performance and efficiency, it does not indicate that conflicts do not arise within companies. Diverse interests, views and attitudes provide the base for organizational conflicts. However, the emerging management practices focus on resolving these conflicts through effective communication between the parties instead of using institutional bodies like trade unions for resolving issues. Conventional management practices viewed conflicts as negative and threatening for the existence and growth of the organizations. Nowadays, more and more organizations feel that conflicts are healthy since it provides a means for exposing individual thoughts and perceptions on any issue (Weijun, 2006). Conflicts can promote a competitive work environment that contributes to the birth of new ideas, innovative work practices and additional efforts from employees to prove their point. Trade unions in earlier days offered the employees with the means to voice their concerns and take up employee issues with the management. The primary purpose was thus to reduce managerial control over employees and ensure a fair work environment that is based on the interests of both employers and employees. However, the need to exert control and power over management decisions often resulted in unnecessary clashes and ultimately disruptions in operations. While many researchers have emphasized the need to control managerial power and authority within organizations, it is also true that “too heavy an emphasis on any one centre of control should be resisted” (Hills, 1995, p20). Conclusion Employment relations are defined by the exercise of power, control and negotiations between employer and employee. This implies the fact that rules and protocols are a necessity within organizations to control and supervise individual actions at workplace. However, the efficiency of organizations depends on the extent to which the management understands employee issues and underlying problems at workplace. Corporate management faces more challenges in the form of changing corporate relations and increasing global influences that have set a new pattern in managing people and businesses. Managerial decision making in the current economic environment has undergone radical transformation in the past few decades. The focus of such strategies is based on increasing employee participation in the decision making process (Nickels, 2008). A healthy and positive work culture can be promoted through the development of good communication between the employer and the employees. Communication and collaboration are the key aspects promoting effective managerial practices and a participative work environment rules out the need for trade unions to represent employee concerns. Thus it can be inferred that growing shift of organizations towards the unitarist perspective has led to the decline of trade unions. References 1. Benson, J. & Zhu, Y. 2008, Trade unions in Asia, Routledge. 2. BIS 2009, Recognizing a trade union – the issues, Available from http://www.businesslink.gov.uk/bdotg/action/detail?r.s=m&r.l1=1073858787&r.lc=en&r.l3=1074436131&r.l2=1074436102&type=RESOURCES&itemId=1074437966 3. Cornelius, N. 2002, Human resource management: a managerial perspective, International Thomson Business Press. 4. Daniels, G. & Mcllroy, J. 2009, Trade unions in neoliberal world – British trade unions under new labor, Routledge. 5. Edwards, P. 2003, Industrial relations: theory and practice, Blackwell Publishing. 6. Hills, S.M. 1995, Employment relations and the social sciences, South Carolina Press. 7. McCourt, W. & Eldridge, D. 2004, Global human resource management: managing people in developing and transitional countries, Edward Elgar Publishing Limited. 8. Nickels, W. G. 2008, Understanding Business, Chapter 7: Management, Leadership, and Employee Empowerment, McGraw Hill Higher Education. 9. Roberts, J. 2004, The modern firm: organizational design for performance and growth, Oxford University Press. 10. Weijun, T. 2006, Organizational Behavior - Chapter 21: Managing Conflict, Available from http://www.drtang.org/lecture/OB/OB_21.pdf 11. Wilkinson, A., Bacon, N., Redman, T. & Snell, S. 2010, The Sage handbook of human resource management, Sage Publications. Read More