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industrial relations, trade unionsregional economic zonescollective bargainingenterprise unionsplant closure, redundancy, layoff programslobbyingsub-optimizinginvestment strikeoffshoring, turnover rates, BPO = business process outsourcing, EHCNsguanxi, iron rice bowlITSs = international trade secretariats, SEM, NCP, EUETUC, ILO, UNCTAD, OECD, IFCTU, CIIME, EWC, FIET, AFL-CIOsocial dimensions, social dumpingumbrella or chateau clausegolden handshakestrike-pronenessconverging divergences

Vocabulary# of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage LearningIn this chapter, we Discuss key issues in international industrial relations & the policies & practices of MNEsExamine the potential constraints that trade unions may have on MNEsOutline key trade union concerns regarding MNEsDiscuss recent trends & issues in the global workforce contextDiscuss the formation of regional economic zones such as the EU & the impact of opponents to globalizationPresent issues of codes of conduct & NGOsas MNEsDiscuss HR implications of offshoringObjectives# of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage LearningIntroduction # of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage LearningThe responseof trade unions to MNEs # of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage LearningRegion integration: the EU # of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage LearningFactors underlying historical differences in trade unionsMode of technology & industrial organizationat critical stages of union developmentMethods of government union regulationIdeological divisions withinthe trade union movementInfluence of religious organizationson trade union developmentManagerial strategies for laborrelations in large corporations# of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage LearningManaging HRin offshoring countries # of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage LearningKey issuesIndustrial relations policies & practices of MNEsDegree of inter-subsidiary production integrationNationality of ownership of the subsidiaryInternational HRM approachMNE prior experience in industrial relationsSubsidiary characteristicsCharacteristics of the home product marketManagement attitudes towards unions

# of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage LearningChapter 9VocabularyObjectivesIntroductionKey issues in international industrial relationsTrade unions & international industrial relationsThe response of trade unions to MNEsRegion integration: the EUCodes of conduct monitoring HRM around the worldManaging HR in offshoring countriesINTERNATIONALINDUSTRIAL RELATIONS &THE GLOBAL INSTITUTIONAL CONTEXTClick on an item to go to its section.

Click on the book cover below to return to this table of contents. STARTTABLE OF CONTENTS # of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage LearningTrade unions limit MNE strategiesInfluence wage levelsConstrain the ability of MNEs to vary employment levels at willHinder or prevent global integration of operations of multinationals# of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage LearningTrade union concerns about MNEsMNEs have formidable financial resourceshave alternative sources of supplycan move production facilities to other countrieshave a remote locus of authorityhave production facilities in many industrieshave superior knowledge & expertisein industrial relationshave the capacity to stagean investment strike

# of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage LearningThree trade union responsesInternational trade secretariats (ITSs)want to achieve transformational bargaining byresearch & informationCalling company conferencesEstablishing company councilsCompanywide union-management discussionsCoordinated bargainingLobbying for restrictive national legislationRegulation of MNEs by international organizations:ETUC, ILO, UNCTAD, OECD, EU# of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage LearningEU regional integrationDisclosure of information& European Works Councils

The issue of social dumping:

that firms would locate in those member states that have lower labor costs, (relatively low social security) to gain a competitive advantage

# of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage LearningHRM related to global code of conduct may includeDrawing up & reviewing codes of conductConducting cost-benefit analysis to oversee employee & relevant alliance partners complianceChampioning the need to train employees & alliance partners in the code of conductChecking that performance & rewardsinclude compliance to codes of conduct# of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage LearningOffshoring countries HRMOffshoring & HRM in IndiaTurnover issuesOffshoring & HRM in ChinaNo systematic link between HRM & business strategy Despite labor surplus, recruiting & retention problemsNo systematic link between performance management, reward & long-term motivationLack of coherence & continuity in enterprise training

# of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage LearningSummarizing emerging issuesPossible HRM roles:Consult with unions/employee representativesManpower planning, considering the scope for employee redeploymentContribute to internal communication strategyIdentify training needsDesign new jobs generated by offshoring operationsHighlight potential risks, such as the implications of employment regulation both in HC &in foreign locations# of 20Chapter 9For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.ISBN-10: 1408032090 Cengage Learning