Trust and Commitment

The happy family as the climate or personality of a business is a creditable ideal and creates a unitary perspective. Social actors and writers may see things differently, in terms of a more pluarlistic approach and competition between sub-groups in conflict. Disparity in power and control they maintain is a natural part of the class struggle. It is a radical view. Conflict is related to power and politics. Change is an ever present fact of life. Trust and commitment help minimise resistance to change and development.

If employers want to create a sense of trust and commitment and avoid the struggles and conflicts between management and staff they should actively embrace strategies that involve shared responsibility through a sense of belonging and excitement in the job and confidence in management. Commitment makes a difference. Commitment is voluntary and personal. A manager will need a unique combination of qualities to do it.

A lack of commitment or none could be down to poor management or more likely to immoral or amoral management. Managers who are oblivious to ethical considerations or actively opposed and hostile to equity and fairness issues are less likely to gain the support, trust and commitment of staff. Even those who consider making money from the letter of the law while ignoring the spirit are likely to be less popular. It does not really matter whether it is intentional or unintentional. Violations of contract or psychological contract, corruption, human degradation, dehumanising work, oppression even when they have the appearance of legality bring people into conflict. It was such situations that brought the trade unions into being. Educated and committed leaders, professionals and ordinary people are still fighting the same battles in various parts of the world.