Industrial Relations Ideologies
Introduction
A frame of reference is not a philosophical concept. It refers to one’s worldview and the evaluation or judgement of one’s observations. One’s frame of reference coincides with one’s behaviour and the consequences thereof. Therefore, a frame of reference is fixed but one needs to be sensitive and accept individual differences in frames of reference.
This paper aims to address the frame of reference of Pick ‘n Pay’s chairman and joint managing director, Mr Raymond Ackerman. The arguments presented in this paper are my own with a theoretical basis from the work of Bluen (1987). My interpretation of Mr Ackerman’s frame of reference will be presented in relation to the organisation, conflict, collective bargaining and trade unions.
The Organisation
The pluralist frame of reference is defined by a system of various interest groups with contrasting interests and beliefs (Bluen, 1987). These various groups require continuous compromising for consent and co-operation to occur (Bluen, 1987). Mr Ackerman explains that Pick ‘n Pay’s interest groups became restless and infuriated with the trade union during the strike. He explained that some of the interest groups who opposed the strike were consumers, white vigilantes and white interest groups. The diverging interests of the interest groups of Pick ‘n Pay needed to be resolved for the entire supermarket’s chains to operate efficiently and effectively. The strike occurred as a result of the divergent goals of management (Mr Ackerman) and the trade union representing Pick ‘n Pay employees.
I argue that Mr Ackerman has a pluralist frame of reference in terms of the organisation because of the existence of several interest groups. Management’s leader is Mr Ackerman and the leaders of the employees are the trade union representatives. The trade union initiated the strike based on the objective of gaining acceptance of its point of view. Processes had to occur for the points of view to be argued. These events
A frame of reference is not a philosophical concept. It refers to one’s worldview and the evaluation or judgement of one’s observations. One’s frame of reference coincides with one’s behaviour and the consequences thereof. Therefore, a frame of reference is fixed but one needs to be sensitive and accept individual differences in frames of reference.
This paper aims to address the frame of reference of Pick ‘n Pay’s chairman and joint managing director, Mr Raymond Ackerman. The arguments presented in this paper are my own with a theoretical basis from the work of Bluen (1987). My interpretation of Mr Ackerman’s frame of reference will be presented in relation to the organisation, conflict, collective bargaining and trade unions.
The Organisation
The pluralist frame of reference is defined by a system of various interest groups with contrasting interests and beliefs (Bluen, 1987). These various groups require continuous compromising for consent and co-operation to occur (Bluen, 1987). Mr Ackerman explains that Pick ‘n Pay’s interest groups became restless and infuriated with the trade union during the strike. He explained that some of the interest groups who opposed the strike were consumers, white vigilantes and white interest groups. The diverging interests of the interest groups of Pick ‘n Pay needed to be resolved for the entire supermarket’s chains to operate efficiently and effectively. The strike occurred as a result of the divergent goals of management (Mr Ackerman) and the trade union representing Pick ‘n Pay employees.
I argue that Mr Ackerman has a pluralist frame of reference in terms of the organisation because of the existence of several interest groups. Management’s leader is Mr Ackerman and the leaders of the employees are the trade union representatives. The trade union initiated the strike based on the objective of gaining acceptance of its point of view. Processes had to occur for the points of view to be argued. These events
References: Bluen, S. 1987. Industrial Relations: Approaches and Ideologies. In Barling, J.F., Fullagar, C. & Bluen, S. (Eds.). Behaviour in Organizations: South African Perspectives. (2nd ed.). Johannesburg: Lexicon. Interview: Why me? Raymond Ackerman.