chapter 8 international industrial relations (iir)

INTERNATIONAL INDUSTRIAL RELATIONS

• Key Players

• Approaches to IR,

• Impact of Globalization to IR

• Key Issues in IIRs

• International Trade Union

• Social Dumping

Key Players

GovernmentEmployeeEmployees

Labour Relations or IR is concerned with:

• Collective Bargaining

• Role management, unions and Government

• Machinery for resolution of industrial disputes,

• Individual Grievances and disciplinary policy and practices.

• Labour legislations and

• Industrial Relations training

Approaches to IR:

1. Unitary: The unitary approach emphasis on the growth of the org. and both management as well as employees are expected to work towards its success. The approach also believes in the existence of unions, government and tribunals.

2 Pluralistic: Departs from the unitary approach, it perceives: Organizations as coalitions of competing interests, where the management’s role is to mediate amongst the different groups. Trade union as legitimate representative of employees interests. Stability in IR as the product of concessions and compromises between management and unions.

3. Marxist: Focuses on the type of society in which an org. functions. CONFLICT ARISES not because of competing interests within the org. but because of the division within society – the class.

Impact of Globalization to IR

1. Intra country system for consulting employees at an early stage in any potential conflicts – Austria & Germany. 2. Rapid development economics, high productivity gives ample scope for dealing with wage claims and avoiding potential disputes – Latvia and Slovakia. 3. In the RUSSIAN Federation, the low level of disputes can be attributed to complex legal procedures that make all but a minority of strikes technically, illegal. 4. Greece and Italy have a strange practice of holding regular one day national strikes that involve large sections of the working population. 5. High levels of inward investment also give increased opportunities for individuals to change their mentality as well as their jobs. 6. Finally quality movement in the world wide.

Key Issues in IIRs: Key issues in IIRs can broadly divided into categories:

1. Who should handle Labour Relations – HQ or Subsidiaries in the concerned countries.

2. What should be the Union Tactics?

Improvement in Recruitment

drive

Develop Workers centres:

Union need to pool resources

via Mergers

Lobby for Restrictive

National legi

International Trade

secretariats (ITS) slation

Using the good offices of

international organizations

International Trade Union

Chapter 7Global issues in HR

By Anju ChawlaAdjunct Faculty, HR

SCMS NOIDA

• HRM in the host country context

– Factors influencing standardization or adaptation of work practices and the role of HR, including HCN culture workplace environment, and international experience and subsidiary mandate.

– Retaining, developing and retrenching local staff.

– HR implications of language standardization: HCN selection, training and promotion on the basis of language skills.

– Monitoring HR practices used by foreign subcontractors.

Checkpoint 1 of 3

• In order to build, maintain and develop their

corporate identity, multinational

organizations need to strive for consistency

in various ways of managing people on a

worldwide basis.

• Yet, in order to be effective locally, they

also need to adapt those ways to the specific

cultural requirements of different societies.

• While the global nature of business may call

for increased consistency, the variety of

cultural environments may be calling for

differentiation.

Extension to internationalization process

Laurent proposed that , in practice , this would require sates of minds and mindsets that allow five conditions to be met:

• Discuss key issues in industrial relations and the policies and practices of multinationals.

• Examine the potential constraints that trade unions may have on multinationals.

• Outline key concerns for trade unions.

• Discuss recent trends and issues in the global workforce context.

• Discuss the formation of regional economic zones such as the European Union.

Checkpoint 2 of 3- Industrial Relations

The focus of the preceding chapters has been on managing and

supporting international assignments, post-assignment and the

issues in subsidiary operations. In this chapter we:

• We need to consider some general points about the field of international industrial relations. First, it is important to realize that it is difficult to compare industrial relations systems and behavior across national boundaries; an industrial relations concept may change considerably when translated from one industrial relations context to another.

• Cross-national differences also emerge as to the objectives of the collective bargaining process and the enforceability of collective agreements.

(cont.)

Introduction

• Schregle has observed:

“A comparative study of industrial relations shows that industrial relations phenomena are a very faithful expression of the society in which they operate, of its characteristic features and of the power relationships between different interest groups. Industrial relations cannot be understood without an understanding of the way in which rules are established and implemented and decisions are made in the society concerned.”

(cont.)

Introduction (cont.)

• Poole has identified several factors that may underlie these historical differences:– the mode of technology and industrial organization at critical stages of

union development

– methods of union regulation by government

– ideological divisions within the trade union movement

– the influence of religious organizations on trade union development

– managerial strategies for labor relations in large corporations.

(cont.)


• Union structures differ considerably among Western countries. These include industrial unions, which represent all grades of employees in an industry; craft unions, which are based on skilled occupational groupings across industries; conglomerate unions, which represent members in more than one industry; and general unions, which are open to almost all employees in a given country.

(cont.)


Table 9-1: Trade union structure in leading western

industrial societies


• These differences in union structures have had a major influence on the collective bargaining process in Western countries. Some changes in union structure are evident over time.

• The lack of familiarity of multinational managers with local industrial and political conditions has sometimes needlessly worsened a conflict that a local firm would have been likely to resolve.

• Increasingly, multinationals are recognizing this shortcoming and admitting that industrial relations policies must be flexible enough to adapt to local requirements.

• This is evidently an enduring approach, even in firms that follow a non-union labor relations strategy where possible.


• Industrial relations policies and practices of multinational firms– Because national differences in economic, political and legal systems

produce markedly different industrial relations systems across countries, multinationals generally delegate the management of industrial relations to their foreign subsidiaries. However, a policy of decentralization does not keep corporate headquarters from exercising some coordination over industrial relations strategy.

– Generally, corporate headquarters will become involved in or oversee labor agreements made by foreign subsidiaries because these agreements may affect the international plans of the firm and/or create precedents for negotiations in other countries.

– Multinational headquarters involvement in industrial relations is influenced by several factors, as detailed below.

(cont.)

Key issues in international industrial relations

• Industrial relations policies and practices of multinational firms (cont.)– The degree of inter-subsidiary production integration.

• High degree of integration was found to be the most important factor leading to the centralization of the industrial relations function within the firms studied.

• Industrial relations throughout a system become of direct importance to corporate headquarters when transnational sourcing patterns have been developed, that is, when a subsidiary in one country relies on another foreign subsidiary as a source of components or as a user of its output.

• In this context, a coordinated industrial relations policy is one of the key factors in a successful global production strategy.

Key issues in international industrial relations (cont.)

• Industrial relations policies and practices of multinational firms (cont.)– Nationality of ownership of the subsidiary.

• A number of studies have revealed that US firms tend to exercise greater centralized control over labor relations than do British or other European firms.

• US firms tend to place greater emphasis on formal management controls and a close reporting system (particularly within the area of financial control) to ensure that planning targets are met.

• Foreign-owned multinationals in Britain prefer single-employer bargaining (rather than involving an employer association), and are more likely than British firms to assert managerial prerogative on matters of labor utilization.

• Further, Hamill found US-owned subsidiaries to be much more centralized in labor relations decision making than British-owned. Hamill attributed this difference in management procedures to the more integrated nature of US firms, the greater divergence between British and US labor relations systems than between British and other European systems, and the more ethnocentric managerial style of US firms.


• Industrial relations policies and practices of multinational firms (cont.)– International human resource management approach.

• The various international human resource management approaches utilized by multinationals; these have implications for international industrial relations.

• An ethnocentric predisposition is more likely to be associated with various forms of industrial relations conflict.

• Conversely, it has been shown that more geocentric firms will bear more influence on host-country industrial relations systems, owing to their greater propensity to participate in local events.


• Industrial relations policies and practices of multinational firms (cont.)– MNE prior experience in industrial relations.

• European firms have tended to deal with industrial unions at industry level (frequently via employer associations) rather than at firm level.

• The opposite is more typical for US firms. In the USA, employer associations have not played a key role in the industrial relations system, and firm-based industrial relations policies are the norm.


• Industrial relations policies and practices of multinational firms (cont.)– Subsidiary characteristics.

• Research has identified a number of subsidiary characteristics to be relevant to centralization of industrial relations.

• First, subsidiaries that are formed through acquisition of well-established indigenous firms tend to be given much more autonomy over industrial relations than are greenfield sites set up by a multinational firm.

• Second, according to Enderwick, greater intervention would be expected when the subsidiary is of key strategic importance to the firm and the subsidiary is young.


• Industrial relations policies and practices of multinational firms (cont.)– Subsidiary characteristics (cont.).

• Third, where the parent firm is a significant source of operating or investment funds for the subsidiary, that is, where the subsidiary is more dependent on headquarters for resources, there will tend to be increased corporate involvement in industrial relations and human resource management.

• Finally, poor subsidiary performance tends to be accompanied by increased corporate involvement in industrial relations. Where poor performance is due to industrial relations problems, multinationals tend to attempt to introduce parent-country industrial relations practices aimed at reducing industrial unrest or increasing productivity.


• Industrial relations policies and practices of multinational firms (cont.)– Characteristics of the home product market.

• An important factor is the extent of the home product market.

• If domestic sales are large relative to overseas operations (as is the case with many US firms), it is more likely that overseas operations will be regarded by the parent firm as an extension of domestic operations.

• This is not the case for many European firms, whose international operations represent the major part of their business.

• Lack of a large home market is a strong incentive to adapt to host-country institutions and norms.


• Industrial relations policies and practices of multinational firms (cont.)– Characteristics of the home product market (cont.).

• Since the implementation of the Single European Market in 1993, there has been growth in large European-scale companies (formed via acquisition or joint ventures) that centralize management organization and strategic decision-making.

• However, processes of operational decentralization with regard to industrial relations are also evident.


• Industrial relations policies and practices of multinational firms (cont.)

– Management attitudes towards unions.

• An additional important factor is that of management attitudes or ideology concerning unions.

• Knowledge of management attitudes concerning unions may provide a more complete explanation of multinational industrial relations behavior than could be obtained by relying solely on a rational economic model.

• Thus, management attitudes should also be considered in any explanation of managerial behavior along with such factors as market forces and strategic choices.

• Denmark has the highest level of union membership, the USA has the second lowest and France has the lowest in the Western world.


• Industrial relations policies and practices of multinational firms (cont.)– Although there are several problems inherent in data collection for a

crossnational comparison of union-density rates, several theories have been suggested to explain the variations among countries. Such theories consider economic factors such as wages, prices and unemployment levels, social factors such as public support for unions and political factors. In addition, studies indicate that the strategies utilized by labor, management and governments are particularly important.


• Industrial relations policies and practices of multinational firms (cont.)– Another key issue in international industrial relations is industrial

disputes. Hamill examined strike-proneness of multinational subsidiaries and indigenous firms in Britain across three industries. Strike proneness was measured via three variables – strike frequency, strike size and strike duration. There was no difference across the two groups of firms with regard to strike frequency, but multinational subsidiaries did experience larger and longer strikes than local firms. Hamill suggests that this difference indicates that foreign-owned firms may be under less financial pressure to settle a strike quickly than local firms – possibly because they can switch production out of the country.


• Industrial relations policies and practices of multinational firms (cont.)– Overall, it is evident that international industrial relations are influenced

by a broad range of factors. Commenting on the overall results of his research, Hamill concluded that:

“General statements cannot be applied to the organization of the labor relations function within MNEs. Rather, different MNEs adopt different labor relations strategies in relation to the environmental factors peculiar to each firm. In other words, it is the type of multinational under consideration which is important rather than multinationality itself.”


• Trade unions may limit the strategic choices of multinationals in three ways: (1) by influencing wage levels to the extent that cost structures may become uncompetitive; (2) by constraining the ability of multinationals to vary employment levels at will; and (3) by hindering or preventing global integration of the operations of multinationals.– Influencing wage levels.

• Although the importance of labor costs relative to other costs is decreasing, labor costs still play an important part in determining cost competitiveness in most industries.

• Multinationals that fail to manage their wage levels successfully will suffer labor cost disadvantages that may narrow their strategic options.

Trade unions and international industrial relations

– Constraining the ability of multinationals to vary employment levels at will.• For many multinationals operating in Western Europe, Japan and Australia,

the inability to vary employment levels at will may be a more serious problem than wage levels.

• Many countries now have legislation that limits considerably the ability of firms to carry out plant closure, redundancy or layoff programs unless it can be shown that structural conditions make these employment losses unavoidable.

• Frequently, the process of showing the need for these programs is long and drawnout.

• Plant closure or redundancy legislation in many countries also frequently specifies that firms must compensate redundant employees through specified formulae such as 2 weeks’ pay for each year of service. In many countries, payments for involuntary terminations are substantial, especially in comparison with those in the USA.

Trade unions and international industrial relations (cont.)

– Constraining the ability of multinationals to vary employment levels at will (cont.).• Trade unions may influence this process in two ways: by lobbying their own

national governments to introduce redundancy legislation, and by encouraging regulation of multinationals by international organizations such as the Organization for Economic Cooperation and Development (OECD).

• Multinational managers who do not take these restrictions into account in their strategic planning may well find their options severely limited. In fact, recent evidence shows that multinationals are beginning to consider the ability to dismiss employees to be one of the priorities when making investment location decisions.


– Hindering or preventing global integration of the operations of multinationals.

• Many multinationals make a conscious decision not to integrate and rationalize their operations to the most efficient degree, because to do so could cause industrial and political problems.

• General Motors as an example of this ‘sub-optimization of integration’. GM was alleged in the early 1980s to have undertaken substantial investments in Germany at the demand of the German metalworkers’ union (one of the largest industrial unions in the Western world) in order to foster good industrial relations in Germany. One observer of the world auto industry suggested that car manufacturers were sub-optimizing their manufacturing networks partly to placate trade unions and partly to provide redundancy in sources to prevent localized social strife from paralysing their network.


– Hindering or preventing global integration of the operations of multinationals (cont.).• This suboptimization led to unit manufacturing costs in Europe that were 15

per cent higher, on average, than an economically optimal network would have achieved:

“Union influence thus not only delays the rationalization and integration of MNEs’ manufacturing networks and increases the cost of such adjustments (not so much in the visible severance payments and ‘golden handshake’ provisions as through the economic losses incurred in the meantime), but also, at least in such industries as automobiles, permanently reduces the efficiency of the integrated MNC network. Therefore, treating labor relations as incidental and relegating them to the specialists in the various countries is inappropriate. In the same way as government policies need to be integrated into strategic choices, so do labor relations.”


• Trade union leaders have long seen the growth of multinationals as a threat to the bargaining power of labor because of the considerable power and influence of large multinational firms.

• While it is recognized that multinationals are ‘neither uniformly anti-union nor omnipotent and monolithic bureaucracies’, their potential for lobbying power and flexibility across national borders creates difficulties for employees and trade unions endeavouring to develop countervailing power.

• There are several ways in which multinationals have an impact upon trade union and employee interests. Kennedy has identified the following seven characteristics of MNEs as the source of trade union concern about multinationals:

The response of trade unions to multinationals

– Formidable financial resources.

– Alternative sources of supply.

– The ability to move production facilities to other countries.

– A remote locus of authority (i.e. the corporate head office management of a multinational firm).

– Production facilities in many industries.

– Superior knowledge and expertise in industrial relations.

– The capacity to stage an ‘investment strike,’ whereby the multinational refuses to invest any additional funds in a plant, thus ensuring that the plant will become obsolete and economically non-competitive.

The response of trade unions to multinationals (cont.)

• Another issue reported by trade unions is their claim that they have difficulty accessing decision-makers located outside the host country and obtaining financial information.

• The response of labor unions to multinationals has been threefold: to form international trade secretariats (ITSs), to lobby for restrictive national legislation and to try to achieve regulation of multinationals by international organizations.– Alternative trade secretariats (ITSs).

• There are 15 ITSs, which function as loose confederations to provide worldwide links for the national unions in a particular trade or industry (e.g. metals, transport and chemicals).

• The secretariats have mainly operated to facilitate the exchange of information.


– International trade secretariats (ITSs) (cont.).

• One of the fastest growing of the ITSs is the European Regional Organization of the International Federation of Commercial, Clerical, Professional and Technical Employees (generally known by its initials, Euro-FIET) which is focused on the service sector.

• The long-term goal of each ITS is to achieve transnational bargaining with each of the multinationals in its industry.

• Each ITS has followed a similar program to achieve the goal of transnational bargaining. The elements of this program are (1) research and information, (2) calling company conferences, (3) establishing company councils, (4) company-wide union–management discussions and (5) coordinated bargaining. Overall, the ITSs have met with limited success, the reasons for which Northrup attributes to (1) the generally good wages and working conditions offered by multinationals, (2) strong resistance from multinational firm management, (3) conflicts within the labor movement and (4) differing laws and customs in the industrial relations field.


– Lobbying for restrictive national legislation.

• On a political level, trade unions have for many years lobbied for restrictive national legislation in the USA and Europe. The motivation for trade unions to pursue restrictive national legislation is based on a desire to prevent the export of jobs via multinational investment policies.


– Regulation of multinationals by international organizations.• Attempts by trade unions to exert influence over multinationals via international

organizations have met with some success. Through trade union federations such as the European Trade Union Confederation (ETUC) and the International Confederation of Free Trade Unions (ICFTU), the labor movement has been able to lobby the International Labor Organization (ILO), the United Nations Conference on Trade and Development (UNCTAD), the Organization for Economic Cooperation and Development (OECD) and the European Union (EU).

• The ILO has identified a number of workplace-related principles that should be respected by all nations: freedom of association, the right to organize and collectively bargain, abolition of forced labor and non-discrimination in employment.


– Regulation of multinationals by international organizations (cont.).• In 1977 the ILO adopted a code of conduct for multinationals (Tripartite Declaration

of Principles Concerning MNEs and Social Policy). The ILO code of conduct, which was originally proposed in 1975, was influential in the drafting of the OECD guidelines for multinationals, which were approved in 1976. These voluntary guidelines cover disclosure of information, competition, financing, taxation, employment and industrial relations and science and technology.

• There is also some controversy in the literature as to the effectiveness of the OECD guidelines in regulating multinational behavior.

• This lack of agreement centers on assessments of the various challenges to the guidelines.

• The best known of these challenges is the Badger case.


– Regulation of multinationals by international organizations (cont.).• A recent development with the OECD guidelines (which are addressed by 36

OECD and non-OECD governments) has been the follow-up procedures. The system of National Contact Points promotes observance of the guidelines by MNEs operating in or from the governments’ territories.

• Recognizing the limitations of voluntary codes of conduct, European trade unions have also lobbied the Commission of the European Union to regulate the activities of multinationals.

• Unlike the OECD, the Commission of the EU can translate guidelines into law, and has developed a number of proposals concerning disclosure of information to make multinationals more ‘transparent.’


• Regional integration such as the development of the EU has brought significant implications for industrial relations. In the Treaty of Rome (1957), some consideration was given to social policy issues related to the creation of the European Community. In the EU, the terms ‘social policy’ or ‘social dimension’ are used to cover a number of issues including in particular labor law and working conditions, aspects of employment and vocational training, social security and pensions.

(cont.)

Regional integration: the European Union (EU)

• There have been a number of significant developments in EU social policy over the past four decades. The Social Charter of the Council of Europe came into effect in 1965. In 1987, the major objective of the implementation of the Single European Act was to establish the Single European Market (SEM) on 31 December 1992, in order to enhance the free movement of goods, money and people within the SEM. The social dimension aims to achieve a large labor market by eliminating the barriers that restrict the freedom of movement and the right of domicile within the SEM. The European Community Charter of the Fundamental Social Rights of Workers (often referred to simply as the Social Charter) was introduced in 1989, and has guided the development of social policy in the 1990s.

(cont.)

Regional integration: the European Union (EU) (cont.)

• Multinationals are often accused of doing research and development in developed countries and operating out of low cost countries. A recent press release by the EU listing the top 100 Best Workplaces in the EU in 2003 provides some evidence that this pattern may be changing to some extent in Europe (see Table 9-3). Of these 100, the top ten companies were from all over Europe. The global software giant Microsoft was listed as one of the top 10 best workplaces in multiple countries (Belgium, France, Germany and Ireland).

(cont.)


• Disclosure of information and European Works Councils– The EU has introduced a range of Directives related to the social

dimension. Of the Directives concerned with multinationals, the most contentious has been the Vredeling Directive (associated with Henk Vredeling, a former Dutch member of the EU Commission). The Seventh (Vredeling) Directive’s requirement of disclosure of company information to unions faced strong opposition led by the then conservative British government and employer representatives. They argued that employee involvement in consultation and decision-making should be voluntary. The European Works Councils (EWC) Directive was approved on 22 September 1994 and implemented 2 years later.


• Disclosure of information and European Works Councils (cont.)– Obviously, all firms operating in the EU will need to become familiar with EU

Directives and keep abreast of changes. While harmonization of labor laws can be seen as the ultimate objective, Michon argues that the notion of a European social community does not mean a unification of all social conditions and benefits or, for that matter, of all social systems. However, the EU does aim to establish minimal standards for social conditions that will safeguard the fundamental rights of workers.


• The EU Council of Ministers has approved the pension funds Directive that sets standards for the prudential supervision of pension plans in the EU. The Member States will need to implement the Directive by the middle of 2005. The Directive covers employer-sponsored, separately funded pension plans. The Directive provides pension funds with a coherent framework to operate within the internal market and allows European companies and citizens the opportunity to benefit from more efficient pan-European pension funds. Once implemented, the Directive will ensure a high level of protection for both members and beneficiaries of pension funds.(cont.)

Pan-European pensions

• The greatest barrier to implementation of the pan-European pensions is the taxation differences among Member States. The consulting firm Mercer HR states in a report analysing the viability of pan-European pensions that ‘The Directive does not attempt to cover taxation issues which may need a separate and more prolonged process though the EU legislative institutions.’ Many Member countries’ tax laws do not recognize contributions to foreign pension plans. This creates unfavourable tax circumstances for employees working outside their home countries and contributing to pension plans in their host countries.

(cont.)

Pan-European pensions (cont.)

• The issue of social ‘dumping’– One of the concerns related to the formation of the SEM was its impact on

jobs. There was alarm that those Member States that have relatively low social security costs would have a competitive edge and that firms would locate in those Member States that have lower labor costs. The counter-alarm was that states with low-cost labor would have to increase their labor costs, to the detriment of their competitiveness.

– There are two industrial relations issues here: the movement of work from one region to another, and its effect on employment levels; and the need for trade union solidarity to prevent workers in one region from accepting pay cuts to attract investment, at the expense of workers in another region.

– There is some, although not as much as was expected, evidence of ‘social dumping’ in the EU. It is likely that this issue will be a contentious one in Europe for some time and multinationals need to be aware of this debate when doing business in Europe.

(cont.)


• The impact of the digital economy– Processes of knowledge acquisition used by MNEs are an emerging issue

in the USA where local technology workers are increasingly being paid their normal salaries to train people from overseas eventually to do their jobs. These newly trained professionals then replace their trainers. This is in part an unintended consequence of the US non-immigrant visa programme – particularly the L-1 classification that allows companies to transfer workers from overseas offices to the USA for as long as 7 years. Importantly, this visa classification allows companies to pay these workers their home-country wage.

(cont.)


• The impact of the digital economy (cont.)

– The effect of these developments on the structure of markets and organizations and established patterns of economic behavior will be profound. The creation and loss of jobs, the content and quality of work, the location of work, the nature of the employment contract, the skills required and how often they can be obtained, the organization of work and the functioning and effectiveness of worker and employer organizations are all affected by the emerging era of digital globalization. While the networking economy has opened new opportunities for job creation, this does not necessarily mean an increase in knowledge or skill requirements. Unskilled jobs, de-skilling and skill polarization in the networking economy also exist.

(cont.)


• The impact of the digital economy (cont.)– Only 15 per cent of the world’s population (living mostly in industrialized

countries) has access to ICT.80 This leaves a majority of the world’s population technologically disconnected. As noted by the International Labor Organization, ‘The digital divide exists not only between societies but within societies.’ Internet usage is stratified and is much more common among younger rather than older people, men rather than women, urban rather than rural dwellers, and people with higher levels of education and income.


• Fish in a bowl: Just as fish swim in the water and are not aware of the nature of that water, we human beings, depending on the opportunities that we have had or have taken, may or may not be aware of the reality or the air outside our own bowl.Onion: Each one of us, through our up-bringing, education, work and experiences in life, are layered beings.

Checkpoint 3 0f 3 cultural diversity

• Sunglasses: Culture enables us to frame issues. We look at the world according to the tint or the color of the lenses that we wear. But as professionals, we have a responsibility towards our organizations to ensure we have the right lenses.Iceberg: Just as a larger part of the iceberg is under water, there are a lot of things happening in any interaction that are below the surface. We have to make an effort to see not only what is above but also what is below the surface

…contd

• Our attitudes, traditions, beliefs and values together define who we are and when these values are shared by a social group, it forms our culture. This social group can be as small as a family or as large as a nation. Culture influences how we think, what we do and how we look at the world, just as we would wear a particular color of sunglasses. Culture is learned and is influenced by the people around us and the interactions that we have over time, until it becomes like the water all around us.

All the analogies point to:-

• “Hear one understand ten.” - Japanese“Say what you mean and mean what you say.” -American“It is good to know the truth but better to speak of palm trees.” - ArabSimilarly, whether people are restrained or emotional is illustrated with these proverbs.“The first one to raise their voice loses the argument.” - Chinese“What is nearest the heart is nearest the mouth.” -Irish“After the storm fair weather, after the storm joy” -RussiaIn any pressure situation, we always revert to the core disposition of who we are culturally. So, it is important to explore more about culture and be aware of the defaults.

Different cultures have different nuances

• In any pressure situation, we always revert to the core disposition of who we are culturally. So, it is important to explore more about culture and be aware of the defaults.

Connecting dots…

It is important first to acknowledge that differences exist and also that they can be bridged. According to

Brian, there are usually six stages of development in how people conceptualize differences::

• Denial: In this stage, there is absolutely no interest in acknowledging cultural differences. There is no curiosity, no reaching out and no involvement with another culture.Defense: The best way to be is the way I am. There is no recognition of the differences.Minimization: Statistically speaking this is where most of us are. We take strength in similarity but because of that we miss out on some important aspects or rather miss the contextualized, richer picture.Acceptance: At this stage, people are very flexible but not ready to creatively bridge the differences.Adaptation: Bridging differences, seeking creative solutions to overcome differences.Integration: Celebrate the differences and arrive at a shared space where all differences can be accommodated. It is, of course, a challenge to celebrate the differences without minimizing them.

Chapter summaryThe literature reviewed in this chapter and the discussion

surrounding the formation of regional economic zones such as

the European Union and the Asia Pacific Economic Cooperation

(APEC) support the conclusion that transnational collective

bargaining has yet to be attained by trade unions. As Enderwick

has stated:The international operations of MNEs do create considerable

impediments in effectively segmenting labor groups by national

boundaries and stratifying groups within and between nations.

Combining recognition of the overt segmentation effects of international

business with an understanding of the dynamics of direct investment

yields the conclusion that general multinational collective bargaining is

likely to remain a remote possibility.

Chapter summary (cont.)Enderwick argues that trade unions should opt for less

ambitious strategies in dealing with multinationals, such as (1)

strengthening national union involvement in plant-based and

company-based bargaining, (2) supporting research on the

vulnerability of selective multinationals and (3) consolidating

the activities of company-based ITSs. Despite setbacks,

especially with the regional economic integration issues

discussed in this chapter, it is likely that trade unions and the

ILO will pursue these strategies and continue to lobby where

possible for the regulation of multinationals via the European

Commission and the United Nations.

Chapter summary (cont.)Recent research on multinationals and industrial relations has

provided useful information on the issues and challenges related

to this aspect of international HRM. Further research is needed

on how multinationals view developments in international

industrial relations and whether these developments will

influence the overall business strategy of the firm. Further

research is also needed on how global firms implement

industrial relations policy in various countries.

chapter 8 international industrial relations (iir)

Education

key players labour relations

global issues

labour relations hq

international experience

irkey issues

role of hr

unitary approach emphasis

monitoring hr practices