Abstract
Conflict, as it is normally understood, involves intentionally hostile action. In linking pay attitudes to pay conflict, therefore, one has to show how attitudes can lead to the formation of hostile intentions. In Chapter 2, however, I argued that there was no logical or psychological basis for linking attitudes-to-objects (e.g. to pay) with attitudes-to-future-actions (e.g. intentions) whether hostile or otherwise. The link between the two can only be a substantive one, arising from the social meaning of the situation which underlies both types of attitude. Thus a theory linking pay attitudes to conflict is not a special kind of attitude theory, but a sociological theory of conflictful situations which happen to involve pay.
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References
Crozier, M., The Bureaucratic Phenomenon (Tavistock, London, 1963).
Parsons, T., Introduction to: Weber, M., The Theory of Social and Economic Organisation (Free Press, New York, 1947).
Weber, op. cit., p. 248 and elsewhere.
Dahrendorf, R., Class and Class Conflict in an Industrial Society (Routledge&Kegan Paul, London, 1959).
The concepts used in this argument are Weber’s—Weber, M., op. cit.
Crozier, M., op. cit.
Behrend, H., ‘Financial Incentives as the Expression of a System of Beliefs’, British Journal of Sociology; 1959, 10, 137–47.
Roy, D., quoted in Whyte, W. F., Money and Motivation (Harper&Row, New York, 1955) (see p. 59 ff).
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© 1981 Michael White
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White, M. (1981). Pay Systems, Authority and Conflict. In: The Hidden Meaning of Pay Conflict. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-04734-5_4
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DOI: https://doi.org/10.1007/978-1-349-04734-5_4
Publisher Name: Palgrave Macmillan, London
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