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Evaluating Pluralism and Unitarism in HR Management

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Various implications for HR managers are offered by pluralist perspective. The implication is the difficulty of uniting a highly diverse workforce. Like in a puzzle game, the more pieces of puzzle one have to piece together, the harder it is to form a single picture; but once this difficult task is achieved, organizational success must be greater. For example, one study explained that since individual employees bring to the workplace their culture, understanding the incommensurability of cultures is a paramount need in order to understand the workplace and be to manage conflict effectively.

Confronted with a highly diverse workplace, this implies that HR managers must be multi-culturally aware and respectful and that they should understand that cultural superiority and discrimination have no place in workplaces today. As Herriot strongly stated: ‘ In the era of globalization (sic), the employer who fails to appreciate the importance of culture as a determinant of the success of the employment relationship is doomed’ . On the other hand, Huiskamp and Kluytmans summarized the four fundamental sources of tensions in an employment relationship. The primary of tension is the labor, itself – the vital production factor, which is inseparable from its performer.

This means that management has no choice but also to consider the interest of employees to be reciprocated of satisfactory performance. The second source of tension is the relationship of time, qualifications and performance as against employee’ s effort and long-term labor capacity. Specific issues concerning this pertain to the working time required by the organization as against the normal time by which employees can recover to work again, the qualifications required for job as against the actual qualification of employees, and the evaluation of employee’ s performance as against the actual effort the employee put on the job.

The implications of these specific issues can be surmised as follows respectively:

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