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From the information in table 5, the responding managers can be distributed along a continuum (figure 2) according to their attitudes of pluralism and unitarism.
Strong Pluralist (35.9%) (32.1%)
Strong on both (21.8%)
Strong
Weak on both 10.3%
FIGURE 2: DISTRIBUTION BY MANAGERS' ATTITUDES: PLURALISTS VERSUS UNITARISTS
Some other managers are both strongly unitarist and strongly societal corporatist (table 6 - Fischer’s Exact Test: p<0.012 significance), suggesting that they too are inconsistent in their attitude toward trade unionism. Whereas they may favour trade unionism with regard to specific issues or situations, at other times they may display an anti-union stance.
TABLE 6: STRONG AND WEAK RELATIONSHIPS BETWEEN SOCIETAL CORPORATISTS AND UNITARIST Recoded three factors: unitarist Weak 13
Recoded three factors: societal corporatists Weak Count Strong
% within: societal corporatists % within: unitarist % of Total Count
Total
% within: societal corporatists % within: unitarist % of Total Count
% within: societal corporatists % within: unitarist % of Total
32.5% 36.1% 16.7% 23
60.5% 63.9% 29.5% 36
46.2%
100.0% 46.2%
Strong 27
67.5% 64.3% 34.6% 15
39.5% 35.7% 19.2% 42
53.8%
100.0% 53.8%
Total 40
100.0% 51.3% 51.3% 38
100.0% 48.7% 48.7% 78
100.0% 100.0% 100.0%
From the information in table 6, the responding managers can be distributed along a continuum (figure 3) according to their attitudes of societal corporatism and unitarism.
Unitarist
Strong Societal corporatist (34.6%)
(29.5%)
Strong on both (19.2%)
Strong
Weak on both 10.3%
FIGURE 3: DISTRIBUTION BY MANAGERS’ ATTITUDES: SOCIETAL CORPORATISTS VERSUS UNITARISTS MANAGERS' ATTITUDES TOWARDS WORKPLACE TRADE UNIONISM AT A COAL MINING COMPANY 581