By Michael White
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An interpretation in terms of calculative economic rationality is wider than one in terms of social comparisons, because it includes social comparisons among its explanatory material, but permits other types of calculation as well. According to social relativism, pay satisfaction should be completely explained by attitudes to pay comparisons. According to the economically rational viewpoint, attitudes to pay comparisons provide only part of the explanation of pay Pay Attitudes and Pay Satisfaction 37 satisfaction; attitudes to other aspects of pay will also be significantly involved.
My discussion of organisational conflict again begins with Weber. It is remarkable that some modern writers, for example Crozier 1 , have tended to characterise Weber's descriptions of modern organisations as being exclusively rationalistic. This must be rejected. As Parsons has commented 2 , 'never does he (Weber) treat an empirical problem without explicit enquiry into the bearing of power and authority factors on it. ' In view of the current neglect of Weber's contribution in this area, it will be worthwhile to review briefly some of the concepts which he developed.
This is not to deny that there can be conflict which relates to matters of self-interest. But even when there are no issues of self-interest involved, even when the individuals concerned have all attained a high level of personal gratification or wellbeing, the existence of unequal authority relationships still leaves a core of conflict unaffected. Indeed, if it is true that there is an increasing community of rational interest between ownership, management and workers in modern industry, then one may predict that the issues of conflict will progressively become more and more clearly limited to the area of power itself.
The Hidden Meaning of Pay Conflict by Michael White