Introduction The importance and value of the organization are perceived in how its stakeholders or parties come together and harmonize their interests to achieve common goals and objectives of the organization while achieving their personal goals and objectives as well. Harmonizing the interest of employees with the interest of employers is one important step to the organization’s success and or failure. Therefore, there should be strategies that seek to understand the interest in common and those in the conflict between employers and their employees. Hence, putting in a sense the differences in many factors of interest by organizational players or stakeholders, industrial relations which are also called employee relations comes into play. Conlon, Paul M. (2012) The Industrial Relations section depicts the interaction between management and workers in the industry, as well as the role of a regulatory body in resolving industrial disputes, as a result of their combined attitudes and approaches to managing the affairs of the business, for the benefit of not just the management and the workers, but also of the industry and the economy as a whole. A diverse group of behavioral practitioners and theorists perceives industrial relations differently. Some thought industrial relations were tied to class conflict, while others thought it was related to cooperation, and yet others thought it was related to competing interests of distinct groups. There are four major approaches to Industrial Relations based on these perceptions. These are; the unitary approach, Marxist approach, human relations approach, and pluralist approach. However, this writing seeks to disagree with one of the approaches, the unitary approach in particular as it is not based on reality but the perception of the theorist. Unitarianism The unitary method is founded on the idea that all members of the organization, such as managers, workers, and other staff, have a common set of objectives, purposes, and interests and, as a result, work together to achieve shared goals. In this case, the disagreement is viewed as a transient difference caused by inadequate management or employees' failure to grasp and integrate with the organizational culture. The unitary method is founded on the concept that if everyone in the organization has a common interest/purpose and works unanimously towards its accomplishment, the overall profitability of the firm can be raised, hence promoting harmonious relations. The unitary frame of reference is given to Alan Fox (1966). The organization, according to the unitary viewpoint, points to a single or unified authority and loyalty system. The unitary approach prioritizes shared values, interests, and goals and it avoids the difference in interest. Those who embrace this perspective see all organizational participants as a team or family, emphasizing shared values, goals, and a common destiny. Unitarianism, in essence, means the absence of factionalism inside the organization (Fajana, 2000). Conflict is viewed as ridiculous, and firing strikers is prioritized over dialogue or negotiation. Conflict is regarded as unhealthy, unpleasant, or negative. Trade unionism is outlawed and suppressed because it is viewed as an illegitimate intrusion or trespass on management's authority to control. According to Armstrong, M. (2009), under the unitary model, trade unions are considered an outside intrusion into the corporation, competing for employee allegiance with management. The authoritarian and paternalistic nature of the unitary theory is evident. It is promanagement in nature, emphasizing consensus and industrial peace. The basic assumption of this worldview is that the organization runs in perfect harmony and that all conflict is unnecessary. Discussion Shorts site of Unitarianism The following understanding of the unrealistic and false character of the unitary approach can be offered based on the assumption of the unitary method: Conflicting interests of employees and employers Although employees have a vested interest in the success of the firm and typically act responsibly, they also have other interests, such as maximizing their compensation, developing and improving their careers, taking time off work, devoting time and energy to their families, and so on. Employee interests vary greatly, but they typically relate to fair treatment by employers, career objectives, and managing work-related obligations in proportion to demands from outside the work environment. Employees have interests outside of work: they want to be able to take vacation time even when there is a lot of work to be done; they want to be able to care for their children when they are unwell, and they want to spend time on non-work pastimes that they like. Employees have interests that may conflict with those of the organization, even within the office: they want the boss to spend money on training for them; they want a promotion; they want to work on things that interest them rather than tiresome chores that must be accomplished. The employers’ interests, on the other hand, are opposed to those of the workforce. The employer wishes to maximize profits to pay out significant dividends to its stockholders; widen the market segment; maximize output, stay in business, and so on, which this unitary strategy does not account for. Management as the only Authority The unitary approach highlighted that authority should only originate from management. This is most likely to cause conflict in the organization because employees' interests may not be considered very much as unitary advocates of authoritarian leadership in the organization, this would mean that employees' interests are most likely not to be considered much in decision making because managers who spend much of their time in the office are the ones to decide on issues faced by employees who spend time on solid work and experience whatever challenges first hand. The benefits of employees engaging in decision-making and power were overlooked by the unitary model. Employees develop a professional and personal stake in the organization and its overall success when they participate in decision-making. Employees are more productive when they are actively involved in numerous elements of the organization and want to see their efforts succeed overall because they have a sense of authority. Dividends vs salaries and wages The other interest difference can be observed in the compensation or end gains of employees and employers after production sells. The company's profits are not distributed equitably, indicating how big of a disparity exists between the interests of employees and employers. Employers share dividends which are the profits from the overall activities of the organization. While employees get salaries and wages which can be the end profits from hours worked or units produced. In other words, the employer gets the better side of the deal. So, the unitary approach was not very logical and objective on the part of interest. Trade unions Trade unions play a vital role in facilitating efficient communication between employees and management. They offer advice and help to ensure that disagreements do not escalate into serious disputes. A trade union's primary function is to represent employees at work. However, they also play a larger role in defending their interests. They also have a vital educational function, organizing courses on a variety of topics for its members. Seeking a healthy and safe working environment is another important aspect of union activities. Decisions made through collective bargaining and talks between employers and unions have more clout. Trade unions play an important role in fostering discussion between employees and employers, and they strive to align the interests of all parties. Workers' behavioral manifestations are primarily governed by the labor unions to which they belong. As a result, workers' views and attitudes toward management are influenced by trade union perceptions and attitudes toward management, forming a mindset that regulates/promotes contact with management. Conclusion The unitary method is nothing more than a theory based on genuine evidence. The method took little account of the employees' interests, instead of assuming equal interest with no meaningful analysis or objectivity. Reference 1. Conlon, Paul M. (2012) "Conflict of Employee–Employer Interest: Introducing an Optimal Work Happiness Framework." Rice University: https://hdl.handle.net/1911/77668. 2. Armstrong, M. (2009) Armstrong’s Handbook of Human Resource Management Practice London: Kogan Page 3. Fajana, S.A. (2000) Industrial Relations in Nigeria: Theories and Features Lagos: Labofin and Co 4. Fox, A. (1966) Industrial Sociology and Industrial Relations, HMSO, London. Fox, A. (1974)
