Unitarism, Pluralism, Interests and Values

Abstract

The paper notes that in both management theory and pluralist political theory there has recently been increased emphasis on culture and values. The implication is that the ideas of unitarism and pluralism in industrial relations

Neo-pluralism as a theoretical framework for understanding HRM in sub-Saharan Africa

“…Instead, it emphasises the reality and/or potential for the existence of many and divergent interests, and 'rival sources of leadership and attachment' (Fox, 1966: 393; see also, Coopey & Harteley, 1991;Kamoche, 2000;Ackers, 2001). However, when the employment relationship is discussed in terms of divergence in cultures and values as well as interests, traditional formulations of 'pluralism' become problematic (Provis, 1996;and Ackers, 2002). The 'new orientation' (Provis, 1996) whereby issues in the employment relationship are discussed as much in terms of conflicts of values as interests, suggests, a 'shift in the problem of order' (Ackers, 2002: 3) in the employment relationship.…”

“…However, when the employment relationship is discussed in terms of divergence in cultures and values as well as interests, traditional formulations of 'pluralism' become problematic (Provis, 1996;and Ackers, 2002). The 'new orientation' (Provis, 1996) whereby issues in the employment relationship are discussed as much in terms of conflicts of values as interests, suggests, a 'shift in the problem of order' (Ackers, 2002: 3) in the employment relationship. As a result, both Provis and Ackers have argued for a rethink of the conceptions of the processes and structures 'by which differences' in the employment relationship 'are reconciled' (Provis, 1996: 473 (1985), he stressed the importance of 'values' to comprehending individual behaviour in the work place.…”

“…Traditionally, there are two employment relations 'frames of reference' regarding organisational reality -Unitarism and Pluralism (see Ackers and Wilkinson, 2003). Although Unitarism appears to have made a grand comeback in the form HRM, the Unitarist theory of the organisation is still widely regarded as an implausible conception of organisational reality (Coopey & Hartely, 1991;Provis, 1996;& Kamoche, 2000). This is even more true of the SSA context, where there are alternative values, norms and forms of social organisation external to the organisation that are more representative of every day reality.…”

“…Traditional formulations of Pluralism, that conceive of the organisation mainly in terms of internal conflicts of interests, collective bargaining and union representation, are an equally unsuitable theoretical framework for understanding the employment relationship in this context. This is especially true where that relationship is largely defined and expressed in terms of conflict of cultures and values (Fox, 1974;Provis, 1996). We suggest that the employment problem in SSA expresses itself as a social and moral problem (notwithstanding underlying economic interests) and its analysis and resolution requires a theoretical framework that addresses the role of social institutions in 'normative regulation' (Ackers, 2002: 6).…”

Unitarism and employer resistance to trade unionism

“…Variations of unitarism can be discerned between those which are essentially apologetics for brute authoritarianism and those which emphasise, more benignly, the value of employee loyalty and commitment in a union-free milieu (Walton, 1985;Kessler and Purcell, 2003;Legge, 2005). Yet such variation is not adequately accounted for either in the aforementioned studies of anti-unionism or in broader analysis of unitarism which has focused exclusively on its 'soft' rendering in the form of sophisticated human resource management (HRM) (Provis, 1996;Geare et al 2006;Budd and Bhave, 2008).…”