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CONVERGENCE FACTOR

In the case of the European Union, member states are


committed to moving towards ever closer union
EU Social Chapter Protocol
A global market place that is becoming increasing
liberalised
Common social and political features of developed
economies
Common, contemporary problems
Quality competition
Universal shift from manufacturing to services
Dominance of global / trans-national / multi-national
companies
Common technology
Common people management methods and the logic of
scientific management
The financial control model of strategic control
Benchmarked productivity and quality targets in multinationals
International dissemination of management theory
Excellence - one best way - studies
Geographical mobility of managers
Centralised management training and development
Transfer into Europe of Japanese methods
HRM as a management model or ideal: good practice
policies
Internationalism of Trade Unions
Please, grade each factor with a different grade

GRADE

Grading scale: 1-19


Most important = 1

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DIVERGENCE FACTOR

Significant differences in labour markets


Insulated national, even regional, labour markets
Different historical and political traditions
Different interpretations of international laws
Social structures, social identity and solidarity
Distribution of power and status in society
Resurgence of interest in national sovereignty and
subsidiarity within the EU
Growth of regional cultures
Vast differences in education systems
Transfer of standard management methods across the
multi-national corporation
Privatisation and de-regulation of industries
The HRM model: placing an emphasis on internal labour
markets rather than standardised, national markets
De-centralisation of HRM policy and practice
Significance of Small Medium Enterprises in the
economy
Please, grade each factor with a different grade

GRADE

Grading scale: 1-14


Most important = 1