1. Learning Objectives
Understand the meaning and factors of industrial
relations.
Analyze the role of three actors of industrial relations.
Study the meaning, structure and functions of trade
unions.
Discuss the influence, concern and impact of trade
unions on business and human resource management
practices of multinational companies.
Chapter Ten International Industrial Relations 1

2. Learning Objectives
Understand the role of collective negotiations in
international human resource management.
Analyze various reasons for and approaches to settle
industrial conflicts.
Study the role of quality circles and participative
management in international industrial relations.
Chapter Ten International Industrial Relations 2

3. Structure
1. Introduction
2. Three Actors of Industrial Relations.
3. Trade Unions.
4. Concerns of Trade Unions in Multinational Companies.
5. Collective Negotiations.
6. Disputes / Conflicts.
7. Quality Circles and Participative Management.
8. Summary
Chapter Ten International Industrial Relations 3

4. 10.1 Introduction
Human resource management practices result in creation of
relations among employees , management and trade
unions. Such relations are called Industrial Relations.
Similarly, the human resource management policies and
practices of international business with regard to
different country nationals [PCN, HCN & TCN] result in
relations among management of MNC and different kind
of employees . Such relations are called international
industrial relations.
These relations play a crucial role in strategy formulation &
implementation in international business either by
enabling or disabling the MNcs in the process of doing
business in various countries.
Chapter Ten International Industrial Relations 4

5. 10.1 Introduction
Meaning
Industrial relations means the relationship between
employees and the management in the day-today
working of the industry. ILO defines “ Industrial relations
deal with either the relationship between the state and
employers’ and workers’ organizations or the relation
between the occupational organizations themselves”.
International industrial relations deals with the complex
relationships among employers employing foreign
national, employees of different nationalities, home and
host country governments and trade unions of the
organizations operating in various countries and their
national & international federations.
Chapter Ten International Industrial Relations 5

6. 10.1 Introduction
Factors of Industrial Relations
[1] Institutional factors :
Home and host country government policy, labour legislation,
voluntary courts, collective agreement, employee courts,
employers’ federations, social institutions like community,
caste, creed, system of power status etc in various
countries form Institutional factors.
[2] Economic factors :
Include economic organization, like capitalist, communist,
mixed etc. , the structure of labour force, demand for
and supply of labour force etc.
Chapter Ten International Industrial Relations 6

7. 10.1 Introduction
Factors of Industrial Relations
[3] Technological factors :
Include mechanization, automation, rationalization,
computerization, information technology etc..
[4] Social and Cultural factors :
Include population, religion, customs and traditions of people,
ethnic groups, cultures of various groups of culture etc.
[5] Political factors :
Include political system in the country, political parties and
their ideologies, their growth, mode of achievement pf
their policies, involvement in trade unions etc.
Chapter Ten International Industrial Relations 7

8. 10.1 Introduction
Factors of Industrial Relations
[6] Governmental factors :
Include host and home country governmental policies like
globalization policies, industrial policy, economic polocy,
labour policy, export policy, migration and immigration
policies etc.
Globalization policies in countries like Bulgaria brought
dramatic changes in MNCs in that country. Early
involvement of Trade Unions is advised when MNCs plan
to take over earlier Public enterprises where there is a
tradition of trade unions.
Chapter Ten International Industrial Relations 8

9. 10.2 Three Actors of Industrial Relations
Industrial societies necessarily create industrial relations
defined as the complex of interrelations among workers,
management and the government. Three major
participants or factors of industrial relations, thus, are
workers and their organizations, management and the
government.
[1] Workers and their organizations :
The total worker plays an important role in industrial
relations. The total worker includes working age,
educational & family background, psychological factors,
social background, culture, skills, attitude towards others’
work etc.
Chapter Ten International Industrial Relations 9

10. 10.2 Three Actors of Industrial Relations
Workers’ organizations, prominently known as trade unions,
play major role in industrial relations. The main purpose
of trade unions is to protect the workers’ economic
interests through collective bargaining and by bringing
pressure on the management through economic and
political tactics. Trade union factors include leadership,
finances, activities etc.
[2] Employers and their organizations :
Employers employ expatriates, pay salaries and various
allowances, provide a variety of benefits, regulate the
working relations through various policies, rules and
regulations & by enforcing labour laws of the country.
Chapter Ten International Industrial Relations 10

11. 10.2 Three Actors of Industrial Relations
They expect workers to follow rules & regulations, contribute
their resources to the maximum to achieve organizational
goals and mission. The difference between demands of
the workers and employers results in industrial conflict.
Normally employers’ power is higher than that of their
workers. But their power is undermined when compared
to that of trade unions.
Employers form their organizations to equate [or excel] their
bargaining power with that of the trade unions. These
organizations protect the interest of the employer by
pressurizing the trade union and the government.
Chapter Ten International Industrial Relations 11

12. 10.2 Three Actors of Industrial Relations
[3] Government :
Government plays a balancing role as a custodian of the
nation. Government exerts its influence on industrial
relations through its labour policy, industrial relations
policy, implementing labour laws, the process of
conciliation adjudication by playing the role of a mediator
etc. It tries to regulate the activities and behaviour of
both employees’ and employers’ organizations, individual
and group organizations.
Chapter Ten International Industrial Relations 12

13. 10.3 Trade Unions.
A trade union is a continuing long term association of
employees, formed and maintained for the specific
purpose of advancing and protecting the interests of the
members in their working relationship. Some argue that
it also covers employers’ organizations and friendly
societies.
Workers join trade unions
to attain economic security or permanent
employment with higher salaries and benefits.
to improve their bargaining power and balance it
with that of the management.
Chapter Ten International Industrial Relations 13

14. 10.3 Trade Unions.
Workers join trade unions – contd.
to ventilate workers’ grievances to management.
to inform workers’ views, aims, ideas and
dissatisfaction / frustration to management.
to secure protection from unexpected economic
needs like illness, accidents, injury etc.
to satisfy their social needs.
to satisfy their needs for belonging and
to secure power.
Chapter Ten International Industrial Relations 14

15. 10.3 Trade Unions.
Characteristics of trade unions
trade union might be an association of employees,
employers or of independent workers
trade unions are relatively permanent combination of
workers and not temporary or casual.
trade union is an association of workers who are
engaged in securing economic benefits for their
members.
the character of trade unions has been consistently
changing.
the origin and growth of trade unions has been
influenced by a number of ideologies.
Chapter Ten International Industrial Relations 15

16. 10.3 Trade Unions.
Functions and role of trade unions
to protect & promote the interest of the workers and
conditions of their employment.
achieving higher wages and better working & living
conditions for the members.
minimizing the helplessness of the individual
workers by making them stand collectively and
increasing their resistance power through collective
bargaining; protecting members against victimization and
injustice of the employees.
raising the status of the workers as partners of the
industry and citizens of the society by demanding
increasing share for the workers’ in management.
Chapter Ten International Industrial Relations 16

17. 10.3 Trade Unions.
Functions and role of trade unions – contd.
providing worker self confidence and a feeling that
he is not simply a clog in the machine.
imbibing sincerity & discipline in workers.
taking up welfare measures for improving morals of
the workers; and
to protect the right of to be consulted on all the
matters affecting the workers’ interests.
Responsibilities of the trade unions-
Promotion of international priorities, generally influencing the
socio-economic policies of the community through active
participation in their formulation at various levels and
instilling in their members a sense of responsibility
towards industry and the international community.
Chapter Ten International Industrial Relations 17

18. 10.3 Trade Unions.
Classification of Functions of trade unions –
Militant or intra mural functions: protecting the workers’
interests like hike in salaries and benefits, job security,
cultural adaptability programs, etc. through collective
bargaining and direct action.
Fraternal or extra-mural functions: providing financial and
non-financial assistance to workers during the periods of
strikes and lockouts, extension of medical facilities during
sickness and casualties, provision of education,
recreation, recreational and housing facilities, provision
of social and religious benefits etc.
Chapter Ten International Industrial Relations 18

19. 10.3 Trade Unions.
Classification of Functions of trade unions – contd.
Social functions: carrying out social service activities,
discharging social responsibilities through various
sections of of the society like educating the customers.
Political functions: affiliating a union to a political party,
helping the political party in enrolling members,
collecting donations, canvassing during election period,
seeking help of political parties during strike or lock out.
Ancillary functions: communication, welfare, education and
research.
Chapter Ten International Industrial Relations 19

20. 10.3 Trade Unions.
Trade union structure
Craft unions: these are horizontal unions where workers of
the same craft or category form into a union. The basic
logic behind the formation of such unions is that the
workers belonging to the same craft do face similar
problems – mostly non managerial personnel form such
unions. [Drivers’ Association or Signaling Staff Union in
Railways].
Most stable relationship, training through apprenticeship,
strong bargaining power due to their skills and high
wages and better benefits are some of the advantages of
craft unions.
Chapter Ten International Industrial Relations 20

21. 10.3 Trade Unions.
Trade union structure
Craft unions: Possibility of employer playing one union
against other and thereby breaking one of them, their
irrelevance to modern days of generality of service
conditions of all classes of employees and failure to cover
a majority of workers of the company are disadvantages
of craft unions.
General Unions: If the workers of any industry, any region
and any job or occupation form into one union in order
to protect overall interests of the workers , such unions
are called “general unions.”
Chapter Ten International Industrial Relations 21

22. 10.3 Trade Unions.
Trade union structure
Industrial unions: If the workers from the different
categories form into Union, that Union is called
“Industrial Union.” These are vertical unions. The logic
behind formation of Industrial unions is that workers of
the same industry have the common bend and they are
governed by same rules and regulations and are
administered by the same management. Importance of
these unions is increasing these days.
Joint facility for collective bargaining, demand for uniformity
in the principle governing all aspects of service and
working conditions; and scope for coordination of
different sections, levels and natures of industry are
advantages
Chapter Ten International Industrial Relations 22

23. 10.3 Trade Unions.
Trade union structure
Federation and Confederation: Unions , either of the same
industry or of different industries may form into
association in order to improve their unity and strength.
Such union of unions is called Federation. During critical
situations, these federations without losing their
individual identity may resort to concerted action. For
this purpose Federations form into an association and
such association is termed Confederation.
International Federation: Federations at the national levels
join international federation in order to gather support at
the international level as well as to deal with HR issues
of MNCs as operations of the MNCs are spread over
several countries.
Chapter Ten International Industrial Relations 23

24. 10.4 Concerns of Trade Unions in MNCs.
The main concern of the trade unions towards MNCs is the
possibility of MNCs shifting their manufacturing and other
businesses to countries where the influence of trade
unions is either zero or negligible. Hence trade unions
deal with MNCs very carefully.
MNCs try to locate very crucial operations that require very
skilled human resource in their home country and locate
other businesses in countries where required human
resource is available in plenty and at low cost.
Others practice home country human resource policies and
procedures in all their host country subsidiary operations.
Both strategies reduce or eliminate bargaining powers of the
trade unions in the host countries.
Chapter Ten International Industrial Relations 24

25. 10.4 Concerns of Trade Unions in MNCs.
Influence of trade unions on HR practices of MNCs
Trade unions in MNCs influence decisions with regard to
employment of parent & third country nationals, salary
and benefits ; and promotions.
Employment:
MNCs in search for the best talent prefer employment of
expatriates whereas trade unions prefer appointment of
host country nationals particularly for senior
management jobs. Trade unions influence host country
governments to enact laws for imposing the regulations
and limits over the appointments of all kinds of
expatriates. Thus unions in developed countries oppose
MNCs relocating of jobs / business outsourcing.
Chapter Ten International Industrial Relations 25

26. 10.4 Concerns of Trade Unions in MNCs.
Influence of trade unions on HR practices of MNCs
Salaries & benefits:
Trade unions are concerned with two aspects in respect of
salaries and benefits viz. salary discrimination between
expatriates and host country nationals and enhancement
of salary levels of all kinds of employees.
These pressures from unions to increase salaries of host
country nationals at par with those of expatriates, their
demands for minimum salaries, maternity benefits,
gratuity, pension, accident benefits, occupational health
benefits and medical benefits result in loss of advantage
of locating the operations in the host country.
Chapter Ten International Industrial Relations 26

27. 10.4 Concerns of Trade Unions in MNCs.
Influence of trade unions on Business Practices of MNCs
Optimum Size:
Trade unions can limit the economies of scale that MNCs can
avail in the process of location, expansion diversification,
mergers, joint ventures and takeovers.
Location & Shifting
MNCs prefer to locate various units in different countries
based on the availability of qualitative resources
including human resources at the least possible cost.
Trade unions of MNCs oppose such shifts to other
countries as the move results in lost opportunities to
workers in their country.
Chapter Ten International Industrial Relations 27

28. 10.4 Concerns of Trade Unions in MNCs.
Influence of trade unions on Business Practices of MNCs
Closure of units:
MNCs prefer to close the units in some countries where the
human resource conditions and trade union influences
are unfavourable. But the trade unions lobby the national
governments in order to enact redundancy legislations &
regulatory measures.
In fact, some unions demand MNCs to leave some countries.
Thus trade unions influence the MNCs in their HR practices as
well as their business activities. MNCs in turn, in order to
protect their interests formulate and implement
strategies to counter influence of trade unions.
Chapter Ten International Industrial Relations 28

29. 10.4 Concerns of Trade Unions in MNCs.
MNCs strategies to Counter Trade Union Influences
Offset the losses in one country with the profits earned
in other country.
Alternate and dual sources simultaneously to have a
back up facility in case any problem crops up due to
union intervention.
Develop the ability to shift production locations by
restricting key activities in home country and establish
subsidiaries in developing countries for operations that
require relatively lower level of skills.
Chapter Ten International Industrial Relations 29

30. 10.4 Concerns of Trade Unions in MNCs.
MNCs strategies to Counter Trade Union Influences
Development of diversified portfolios which reduces the
concentrations of trade unions control and enables the
organizations to spread the risk of trade unions.
Development of superior knowledge in labor laws of the
host country, skills of negotiations with trade unions on
salary, recruitment and other human resources..
MNCs either stop investing additional funds or divest in
order to make the plant less competitive as well as non-
economical , so that trade unions can’t be any more
demand oriented and stop threatening the MNCs
Chapter Ten International Industrial Relations 30

31. 10.5 Collective Negotiations
Collective bargaining is a method by which trade unions
protect and improve the conditions of their members’
working lives.
The main characteristics of collective bargaining are –
1. It is a group action as opposed to individual action and is
initiated through the representatives of workers.
2. It is flexible and mobile and not fixed or static.
3. It is a two-party process.
4. It is a continuous process.
5. It is industrial democracy at work.
6. It is an art , an advanced form of human relations.
Chapter Ten International Industrial Relations 31

32. 10.5 Collective Negotiations
Importance of collective bargaining -
1. Increase the economic strengths of unions and
management.
2. Establish uniform conditions of employment.
3. Secure a prompt and fair redressal of grievances
4. Avoid interruptions in work which follow strikes, go slow
tactics and similar coercive activities.
5. Lay down fair rates of wages and norms of working
conditions.
Chapter Ten International Industrial Relations 32

33. 10.5 Collective Negotiations
Importance of collective bargaining -
6. Achieve an efficient operation of the plant.
7. Promote the stability and prosperity of the industry.
8. It provides a method for the regulation of the conditions
of employment of those who are directly concerned
about them.
9. It provides a solution to the problem of sickness in the
industry and ensure old age pension benefits and other
fringe benefits.
Chapter Ten International Industrial Relations 33

34. 10.5 Collective Negotiations
Functions of collective bargaining -
1) Increase the economic strength of employees and
management.
2) Establish uniform conditions of employment.
3) Secure a prompt and fair redressal of grievances.
4) Lay down fair rates of wages and other norms of working
conditions.
5) Achieve an efficient functioning of of the organization.
6) Promote the stability and prosperity of the company.
Chapter Ten International Industrial Relations 34

35. 10.5 Collective Negotiations
Functions of collective bargaining -
7. It provides a method of the regulation of the conditions
of employment of those who are directly concerned
about them.
8. It provides a solution to the problem of sickness of
industry and ensures old age pension benefits and other
fringe benefits.
9. It creates a new and varied procedures for the solution
of problems as and when they arise.
10. It provides a flexible means for adjustment of wages.
11. It extends the democratic principle to industrial field.
12. It builds up a system of industrial jurisprudence.
Chapter Ten International Industrial Relations 35

36. 10.6 Disputes / Conflicts
Industrial dispute means any dispute or difference between
employers and employers, employers and workers or
between workmen and workmen, which is connected
with employment or non-employment or terms of
employment or with the condition of labour of any
person.
Causes of industrial disputes: are many. Deep seated and
more basic causes of disputes can be identified through
in-depth probe though surface manifestations appear to
be responsible for conflicts. The relative importance of
the causes is very difficult to gauge.
Causes of industrial disputes can grouped as i] industrial
factors; ii] management’s attitude towards workers; iii]
government machinery & iv] others.
Chapter Ten International Industrial Relations 36

37. 10.6 Disputes / Conflicts
Types of industrial conflicts:
Strikes : are the result of more fundamental maladjustments,
injustices & economic disturbances. Strike is a temporary
cessation of work by a group of employees in order to
express grievances or to enforce a demand concerning
change in working conditions.
Primary strikes take the form of ‘stay away strike’ , ‘stay-in
or sit down strike’, ‘tools down, pen-down or mouth shut
strike’, ‘token or protest strike’, ‘lightening or wild cat
strike’, ‘go slow’, ‘work to rule / work to designation’,
‘picketing’, ‘boycott’ , ‘gherao’ and ‘hunger strike’.
Secondary strikes are against a third party. These strikes are
sympathetic strikes. There are also other strikes like
general, particular, political or bandh.
Chapter Ten International Industrial Relations 37

38. 10.6 Disputes / Conflicts
The outcome of strikes is settlement of dispute in favour of
employees, loss of work, loss of employment, loss of
earnings by employees, inconveniences to customers,
suppliers and market intermediaries.
Lockouts: If the employer has any difference with the
employees and if such difference is not settled through
negotiations, employer may chose to close down the
factory in order to force the employees to settle the
differences.
Lock out means the action of an employer in temporarily
closing down or shutting down his undertaking or
refusing to provide his employees with work with the
intention of forcing them either to accept demands made
by him or withdraw demands made by them or him.
Chapter Ten International Industrial Relations 38

39. 10.6 Disputes / Conflicts
Prevention of Industrial Conflicts:
Methods to prevent industrial disputes cover the entire field
of relations between industry and labour and include
enactment and enforcement of progressive legislation,
works committee & councils, wage boards, trade boards,
profit sharing and co-partnership, tripartite labour
machinery, education, housing, welfare work and all
such measures which can bridge the gap between the
employers and the employed.
Conciliation by bi- or tri- partite boards, formulation & issue
of standing orders, installing effective grievance
redressal procedure, collective bargaining strong trade
unions or allowing workers to participate in management
through co-partnership and profit sharing all contribute
to prevention of conflicts.
Chapter Ten International Industrial Relations 39

40. 10.6 Disputes / Conflicts
Settlement of Conflicts:
Investigation: is conducted by a board or court appointed by
the government. If it is conducted based on an
application from either or both the parties, then it is
voluntary.
Mediation: In this method an outsider assists the parties to
negotiate. The main aim of mediation is to bring about a
settlement of disputes through voluntary agreement
between the two parties.
Conciliation: the main objective of conciliation or arbitration is
to reunite the two conflicting parties in an industry to
avoid interruption in operations.
Chapter Ten International Industrial Relations 40

41. 10.6 Disputes / Conflicts
Settlement of Conflicts:
Voluntary Arbitration: If the two parties fail to arrive at a
mutually agreeable settlement by themselves then they
themselves or through a mediator agree to refer the
dispute to arbitrator for resolution. Here the award of the
arbitrator has to be accepted by the two parties for
enforcement.
Compulsory Arbitration / Adjudication: when the parties fail to
arrive at any settlement the court or the government
may refer matter to compulsory arbitration or
adjudication where the award is binding on both the
parties to the dispute.
Chapter Ten International Industrial Relations 41

42. 10.7 Quality Circles and Participative Management
Quality circle is a small group of employees in the same work
area or doing similar type of work who voluntarily meet
regularly for about an hour every week to identify ,
analyze & resolve work related problems not only to
improve quality, productivity and total performance of
the organization but also to enrich quality of work life of
employees.
Participative management is a system of communication and
consultation either formal or informal by which
employees of an organization are kept informed about
the affairs of the undertaking or through which they
express their opinions, idea, suggestions and contribute
to the development of alternative solutions, evaluate
them and help the management make decisions.
Chapter Ten International Industrial Relations 42

43. 10.7 Quality Circles and Participative Management
The concept of participative management , viewed from
global perspective, began with the establishment of joint
committees of workers in several European countries
after the end of the world War I.
The schemes of participation have assumed a variety of
forms and structures in different countries. This was due
the different political set up, governmental goals and
values, economic and industrial structure and the aspects
of socio-political culture of a particular country.
United Kingdom:
The idea of workers participation began with the
industrialization and was a product of socialistic thought
and humanitarian attitude of some employers.
Chapter Ten International Industrial Relations 43

44. 10.7 Quality Circles and Participative Management
United Kingdom:
Joint councils were formed to discuss issues related mainly to
health, welfare and safety of workers. Both the parties
lost interest as the councils did not have any
administrative powers. Collective bargaining in the UK is
essentially a decision making process between the
management and the trade unions. But the exercise is
conducted with intensive power struggle, mistrust and
negative pressure tactics. Hence both collective
bargaining and participative management are not
successful in the UK.
Chapter Ten International Industrial Relations 44

45. 10.7 Quality Circles and Participative Management
Germany:
Works Councils were there in Germany even before the world
War I, but they were suppressed by the Nazis to revive
after the War. Unions play a major role in collective
bargaining at Industry level. Works Councils are not
supposed to enter the area of collective bargaining, but
they have gradually enlarged their operations and are
encroached on areas of collective bargaining in practice.
Yugoslavia:
The Yugoslavian system has a system of self management
distinct from workers’ participation in management. The
self management gives workers complete control.
Chapter Ten International Industrial Relations 45

46. 10.7 Quality Circles and Participative Management
Yugoslavia:
They can manage directly all aspects of industries through
their representatives. The important bodies under self
management are Workers’ Councils which is the highest
authority at an enterprise level; the management Board
which is executive organ of the Council; the Director
who is the at the apex level and responsible to execute
decisions of the Council & the Board.
Then there is a People’s Committee comprising of locals and
it has an advisory role in the appointment of Director and
providing funds for investment and payment of wages.
In practice workers are more concerned with day to day
affairs & place faith in the system & enterprise.
Chapter Ten International Industrial Relations 46

47. 10.7 Quality Circles and Participative Management
USA:
Collective bargaining is much widely used in the USA as the
chief means of for industrial democracy. US enterprises
develop cooperation which takes the form of joint
management committees., production committees etc.
Profit sharing schemes as per Scanlon plan have become
another means of fostering cooperation between workers
and management.
Collective bargaining is the most effective way in which
workers through their trade unions influence managerial
decision-making. Most of the workers and their unions
are not interested in formal participation in management.
Chapter Ten International Industrial Relations 47

48. 10.8 Summary
Industrial relations deals with the relations among
employees, employer, trade unions and government.
International Industrial Relations deals with the complex
relationships among employers employing foreign
nationals , employees of different nationalities, home and
host country governments and trade unions of the
organizations operating in various countries and their
national and international federations.
Three actors of industrial relations: Workers and their
organizations, employers and their organizations and
governments.
Trade union is an association of mostly employees.
Chapter Ten International Industrial Relations 48

49. 10.8 Summary
Functions of trade unions : Militant [protect workers’
interests], Fraternal [ assistance during strikes], Social [
social activities], Political [ political activities] and
ancillary [communication, research, publications].
Trade union structure includes Craft Union, General
Unions, Industrial Unions, Federations and international
Federations
Trade unions influence MNCs’ HRM practices,
Employment, Relocation of jobs/outsourcing and salaries
& benefits.
Trade unions influence MNCs’ business practices,
optimum size, location and shifting & closure of units.
Chapter Ten International Industrial Relations 49

50. 10.8 Summary
MNCs’ strategies to counter trade unions’ influence:
Offset the losses in one country with the profits earned in
other country, alternate / dual sources, develop the ability
to shift production locations, development of diversified
port folios and development superior knowledge.
Collective bargaining is a process of discussion and
negotiation between two parties viz. employer & trade
union.
Industrial dispute means any dispute or difference
between employees and employer.
Chapter Ten International Industrial Relations 50

51. 10.8 Summary
Quality circle is a small group of employees in the same
work area or doing similar type of work formed to
identify , analyze and resolve work related problems not
only to improve quality, productivity and total
performance of the organization but also to enrich
quality of work life of employees.
Participative management is to encourage and allow
employees to take part in decision making and decision
implementation.
Chapter Ten International Industrial Relations 51

52. Well students
this brings us to the end of our
session in “International Industrial
Relations”.
And also completes sessions on our
subject of: “International Human
Resource Management.”
Good Luck!
Chapter Ten International Industrial Relations 52

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