- Published: December 23, 2021
- Updated: December 23, 2021
- University / College: University of Illinois at Urbana-Champaign
- Level: Doctor of Philosophy
- Language: English
- Downloads: 32
The Perspective of a Conflict Theorist to the Employer-Employee Conflicts Q1: The Perspective of a Conflict Theorist to the Employer-Employee Conflicts
A conflict theorist will always consider the society as a place where individuals always have differing ideas (Abbot 2006). For this case, the weak in the same set up end up following the ways of the strong and influential. A conflict theorist will, therefore, challenge the existing status quo because of their belief that people have differing ideologies. The context of a worker and their employer presents a perfect scenario where there is a weak and an influential person. According to the conflict theorist perspective, the employer will always want to inflict pressure on the worker because of the power they hold. The trouble may come in terms of the rules of working that the employer wants their employee to follow because the employer regulates the payments of their workers. Conflict theorists believe that such relationships like the one mentioned exist in the society and have an effect of shaping the relationships between people. As such, the worker, in this case, does not have much they can do to their employer because of the existent hierarchy (Abbot 2006).
Q2: One Important Symbol
One symbol that is meaningful to me and the rest of my society is the exchange of vows during weddings. The symbol usually indicates the levels of commitment that the couples have towards living as a family with the intention of raising children. It means that the affected parties make it their intention to stick together and empower their children to live in love for each other and their environment. Such a symbol has an influence on other cultures too because it shows the commitment of the people to making life meaningful.
References
Abbott, K. (2006). A review of employment relations theories and their application. Problems and Perspectives in Management, 1(2006), 187-199.