Conflict Theory

In the 1960s and 1970s, they agreed with conflict and pluralist theories expanding employee relations, however since the 1980s, shifting power to the right has seen Neo-Unitary Theory emerging.  Other critics suggest that pluralism seeks to integrate labour into the existing structure of economic and social relations within both industry and society rather than introduce changes to the structure.  Managers need to be aware that while collective bargaining fits into Pluralist Theory, arguably it is essential to it, the same is not necessarily true of consultation or joint problem solving.

Some of the theories relating to Conflict are as follows:

• Conflict Theory – regards conflict as a rare phenomenon that can be removed through appropriate managerial action, when it arises it is usually attributed to activities of deviants and troublemakers.
• Pluralist Theory – regards conflict as an inherent characteristic of organisational affairs and stresses the potentially positive or functional aspects.
• Radical Theory – regards organisational conflict as inevitable and part of a wider class conflict that will eventually change the whole structure of society.  It is recognised that conflict may be suppressed and thus often exists as a latent rather than manifest characteristic of both organisations and society.

Both the latter two theories accepts that conflict exists and that organisations have to be able to manage it in order to function effectively, in present times the view of Conflict resolution is something like the following:

‘Conflict resolution is defined as a positive process whereby individuals resolve issues in an informal or formal atmosphere, or where issues are resolved as part of the ongoing interaction between individuals.’

‘Conflict is a normal part of doing business because organisational members have different, and often opposing goals.  However, these differing goals keep the organisation vital by stimulating creativity, promoting innovations and bringing about change.  Organisations totally devoid of conflict would become apathetic, stagnant and unresponsive to change.  Conflict should not, therefore be evaluated as good or bad, but instead should be evaluated from a broader perspective, which takes into consideration the individual and the organisation.  Resolutions that reflect the mutual interests of the disputants, or interests-based methods, are likely to result in fewer formal grievances, improved morale, and more effective use of human resources.’

‘Conflicts are inevitable, however anger, grudges, hurt and blame do not have to be.  While unmanaged, conflicts, disagreements and out-of-control emotions can harm important work and professional relationships, effectively managed conflict can actually promote co-operation and build stronger relationships.  Most conflict can be resolved fairly and in a way that actually benefits all concerned.’

‘An effective conflict resolution process leads to unity by addressing concerns or issues rather than suppressing them, can get people talking to each other (instead of about each other) and enable people to be part of a team that cares.  This process promotes compromise or collaboration as people learn how to work harmoniously, develop creative solutions to problems and reach outcomes that mutually benefit those involved.’

Conclusion

Conflict is inevitable, so in managing social relations, employee relations has to incorporate conflict resolution in to its policies and procedures and remain focused on avoiding too much industrial conflict (which could be detrimental) when Employment Relations legislation is developed.  Employment Relations legislations has introduced standard methods, procedures and bodies to deal with and manage conflict, for example, the various trade disputes acts and the introduction of trade unions, which is a very central part of Employee Relations.

Conflict can be seen as vital to an organisation to stimulate creativity, innovation and change and therefore it exists as a fundamental part of employee relations and conflict resolution is incorporated into the operations of many Employee Relations Sectors within HR Departments in organisations.  Employee Relations is therefore needed to:

-         stop costly confrontation between parties

-         establish institutional arrangements to reconcile conflicts of interest

-         build on common interests