JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY ANANTAPUR

MBA IV Semester LT P C

4 0 0 4

(17E00409) GLOBAL HUMAN RESOURCE MANAGEMENT

(Elective VI)
Objective :The objective of the course is to provide an outline of Global Human Resource management
of MNC`S.

1. Global Human Resource Management concept, expanding role – Global issues and challenges,
Differences between Domestic HRM and GHRM.
2. Social and Cultural Variables in Global Organizations – Cross Cultural Differences – Cross
Cultural Research Methodologies – Hofetede’s Hermes Study, Cultural Issues.
3. Global staffing and Compensation Practices – Nature, Sources, Policies – Human Resource
Planning – Recruitment and Selection for globalAssignment,Selection process- Expatriate and
Repatriate. – Compensation- International Compensation structure, Differentiating HCN’S, PCN`S
and TCN`S
4. Appraisal and Training and developmentin the Global Perspective-Programmes and Agencies–
Performance management, Appraisal system – Training and development need, cross cultural
training, Areas of international training and development.
5. Global Industrial Relations and People Management – Trade Unions, Collective bargaining,
Disputes/Conflicts, Quality Circles and Participative Management.- USA – European Countries,
Asian Countries and Middle East.

Text books:

 International Human Resource Management,Aswathappa,TMH.

 International Dimension of Human Resource Management, Dowling P.J, Thomson/Cengage

References:

 International Human Resource Management, Tony Edwards & Chris Rees, Pearson.
 Internal Human Resource Management, Rao P.L, Excel.
 International Human Resource Management, Subba Rao P, Himalaya.
 International Dimensions of Organizational Behaviour, Adler N.J, Kent
 NPTEL

Challenges to International HRM https://www.youtube.com/watch?

v=s8zFTGLQ1mE&list=PLPjSqITyvDeXSqZIgYD2XKKLGZtjrh
Dtl&index=23

Cross Cultural Communication https://www.youtube.com/watch?v=hiOO8L031PY

Global register allocation https://www.youtube.com/watch?v=WB9w6LNYDas

Analysing and Designing Job- https://www.youtube.com/watch?

v=ADmuSKUJfRE&list=PLE04B881834D8A3B7&index=3
Performance Evaluation and Appraisal https://www.youtube.com/watch?
v=74z6vmTK6CI&list=PLE04B881834D8A3B7&index=8

PPT

Unit – 1 Global issues and challenges

Unit- 2 Cross Cultural Differences
Unit – 3 Human Resource Planning
Unit – 4 Training and development
Unit - 5 Trade Unions

References

 International Human Resource Management, Tony Edwards & Chris Rees, Pearson.
 Internal Human Resource Management, Rao P.L, Excel.
 International Human Resource Management, Subba Rao P, Himalaya.
 International Dimensions of Organizational Behaviour, Adler N.J, Kent
NARAYANA ENGINEERING COLLEGE::NELLORE
Permanently affiliated to JNTUA, Ananthapuramu

GHRM LIST

Roll Student Name GHRM

number

18711E0003 AKKUPALLI NIKHITHA
AMARA VENKATA 
18711E0004 SAIKUMAR

18711E0007 BADHIKA MANJU
BONAMUKKALA 
18711E0012 SOWMYA
CHAKRAM NEETHU 
18711E0014 RACHEL

18711E0015 CHALLA YOSHITHA
CHANDRA SEKHAR 
18711E0016 AMULURU

18711E0017 CHEKKA PRAGATHI

18711E0019 CHERUKURI SUMAN

18711E0021 CHERUKURU SWATHI

18711E0031 ENDELA SUPRIYA
GANADHI LAKSHMI 
18711E0034 SARANYA

18711E0038 GVS LAKSHMI VINEETHA
GUVVADI SANTHOSH 
18711E0041 KUMAR

18711E0043 IRAGARAJU SRAVANI

18711E0044 JADA PREM

18711E0059 MACHAVARAM PAVANI

18711E0062 MALLI LAVANYA
MARKAPURAM 
18711E0066 SAIKRISHNA

18711E0067 MARUBOINA MADHU

18711E0073 MUPPASANI NIKITHA

18711E0085 PABBATHI SAHITHYA
PELLURU CHENCHU 
18711E0098 KETHAN
 
18711E00B0 SHAIK KAREEMUNNESHA

18711E00B2 SHAIK MEHATAB

18711E00B4 SHAIK PARVEEN

18711E00B7 SODE BINDU MADHAVI

18711E00C0 SYED ABDULANAS

18711E00C1 SYED KOUNAIN

18711E00C5 UPPALA SOUJANYA

NARAYANA ENGINEERING COLLEGE: NELLORE

DEPARTMENT OF MBA
II MBA IV SEMESTER ACY: 2019-2020
Global Human Resource Management
QUESTION BANK

Name of the Staff : C. Jyotsna Devi

UNIT- I
1. What is meant by IHRM? And describe the Role of IHRM in multinational context? (Dec
2019)
2. What are the differences between domestic HRM and International HRM? (Dec 2019)
3. Define GHRM? What are the different factors/forces influencing the global work
environment?
4. What are the specific GHRM challenges? Explain the Role and challenges to improve the
organization performance?
5. Define GHRM? Elucidate the issues of GHRM and HR activities?
6. Define HRM & GHRM? What is the relation between these two terms? Explain the
relation?
7. What are the IHRM trends & future challenges?
8. Explain the importance of GHRM in multinational organizations.
UNIT -II
1. Explain the human & cultural variables in global organization. (Dec 2019)
2. Explain the cross cultural differences.
3. Explain cultural research methodologies.
4. Explain Cultural Research methodologies
 5. Describe the study of Hofetede’s Hermes. (Dec 2019)
6. Explain the managerial implications in Human & cultural variables in global
Organizational
7. Write a short note on Managerial implications
8 . How managerial implication will affects cultures of organizations?

UNIT -III
1. What is meant by International staffing? Explain the nature & sources of International
staffing.
2. What is meant by International assignments? Explain the different types of I.A? (Dec 2019)
3. Define Expatriation? Explain the Role of an expatriate training and non expatriates? (Dec
2019)
4. Define International compensation? Mention the key components of an International
compensation programme?
5. Explain the approaches to international compensation? Describe the main differences in
the going rate and balance sheet approaches to International compensations? (Dec 2019)
6. What are the key differences in PCN’S and TCN’S?
7. Explain a) Going Rate approach
b) Balance sheet approach
c) Taxation
8. What is meant by International compensation? As a HR Manager Design the
compensation programme?

UNIT – IV
1. What is meant by Appraisal? Explain the Appraisal programmes in the global
perspectives?
2. Explain the role of GHRM practices to improve employee performance? (Dec 2019)
3. What are the factors we considering to improving appraise performance.
4. International Assignment is a vehicle for both T & D” Elucidate? (Dec 2019)
5. Explain the cross cultural training?
6. Explain the model of competency appraisal.
7. Define International T & D? Describe the stages in International T & D? (Dec 2019)
8. Explain the components in cross cultural training or components of training programme?

UNIT -V
1. Define International Industrial Relations? Explain the key issues in International Industrial
Relations?
2. Define trade unions? Mention the characteristics of Trade unions? And the Response of
Trade unions to Multinationals?
3. What are disputes/conflicts? How to manage the conflicts?
4. Define Quality circles? Explain it clearly? (Dec 2019)
5. What is meant by participative management? Explain the Role of participative
management to maintain congenial International Industrial Relations?
 6. Explain different countries employees managing procedures & their efficient ways to
retain the employees?
7. Mention the difference of various countries employee management skills?
8. Explain 1. People management in Asian countries
2. People management in European countries

STAFF HOD PRINCIPAL

NARAYANA ENGINEERING COLLEGE: NELLORE

DEPARTMENT OF MBA
II MBA IV SEMESTER ACY: 2019-2020
Global human Resource Management
QUESTION BANK
Name of the subject: GHRM Class: II-M.B.A-(IV-sem)

Name of the staff: C. Jyotsna Devi Department: MBA

Academic year: 2019-20

S.N Planned Unit Topics to be covered Deliver Date Teaching Text

O Date Aid books
/reference
books
1 1 UNIT – I International Human Resource Chalk/Duste R1
17/12/19
Management Concept Introduction r
2 Expanding Role Chalk/Duste R1
19/12/19
r
3 19/12/19 Expanding Role Chalk/Duste R1
r
4 20/12/19 Global Issues NPTEL R1
5 20/12/19 Global Issues Chalk/Duste R1
r
6 24/12/19 Global Challenges Chalk/Duste R1
r
7 26/12/19 Global Challenges Chalk/Duste R1
r
8 26/12/19 Global Challenges PPT R1
9 27/12/19 Differences between Domestic HRM and GHRM Chalk/Duste R1
r
10 27/12/19 Differences between Domestic HRM and GHRM Chalk/Duste R1
r
11 31/12/19 2 UNIT – II Human and Cultural Variables In Chalk/Duste
Global Organizations Introduction r
12 02/01/20 Cross Cultural differences Chalk/Duste R1
r
13 02/01/20 Cross Cultural differences PPT R1
14 03/01/20 Cultural Research Methodologies Chalk/Duste R1
r
15 03/01/20 Cultural Research Methodologies Chalk/Duste R1
r
16 07/01/20 Cultural Research Methodologies NPTEL R1
17 09/01/20 Hofetede’s Hermes study Chalk/Duste R1
r
18 09/01/20 Hofetede’s Hermes study Chalk/Duste R1
r
19 10/01/20 Hofetede’s Hermes study Chalk/Duste R1
r
20 Managerial Implications Chalk/Duste R1
10/01/20
r
21 Managerial Implications Chalk/Duste R1
17/01/20
r
22 3 UNIT – III International Staffing and R1
17/01/20
Compensation Practices - Introduction
23 Nature Chalk/Duste R1
21/01/20
r
24 23/10/20 Sources Chalk/Duste
r
25 23/10/20 Polices Chalk/Duste R1
r
26 24/10/20 Human Resources planning PPT R1
27 24/10/20 Recruitment for International Assignment Chalk/Duste R1
r
28 30/01/20 Recruitment for International Assignment Chalk/Duste R1
r
29 Repatriation Chalk/Duste R1
30/01/20
r
30 31/01/20 Selection for International Assignment Chalk/Duste R1
r
31 Training Expatriation Chalk/Duste R1
31/01/20
r
32 Repatriation Chalk/Duste R1
04/02/20
r
33 Selection for International Assignment Chalk/Duste R2
06/02/20
r
34 Training Expatriation Chalk/Duste R2
06/02/20
r
35 Human Resources planning Chalk/Duste R2
07/02/20
r
36 Recruitment for International Assignment Chalk/Duste R2
07/02/20
r
37 Recruitment for International Assignment Chalk/Duste R2
11/02/20
r
Mid Examination I 12-02-20 to 15-02-20 Chalk/Duste
r
38 18/02/20 Designing compensation programme NPTEL R2
39 20/02/20 Designing compensation programme Chalk/Duste R2
r
40 20/02/20 Approaches to International compensation Chalk/Duste R2
r
41 25/02/20 Approaches to International compensation Chalk/Duste R2
r
42 27/02/20 Differentiating PCN’S and TCN’S Chalk/Duste R2
r
43 4 UNIT – IV Appraisal, Training & Development NPTEL R2
27/02/20
in the Global Perspective - Introduction
44 Programmes Chalk/Duste R2
28/02/20
r
45 Programmes Chalk/Duste R2
28/02/20
r
46 Agencies Chalk/Duste R2
03/03/20
r
47 Evaluation of Global HRM Practices Chalk/Duste R2
05/03/20
r
48 05/03/20 Need of training and development PPT R2
49 Cross cultural Training Chalk/Duste R2
06/03/20
r
50 Cultural issues Chalk/Duste R2
06/03/20
r
51 5 UNIT – V International Industrial Relations Chalk/Duste R2
12/03/20
Introduction r
52 Trade Unions Chalk/Duste R2
12/03/20
r
53 13/03/20 Trade Unions Chalk/Duste R3
r
54 Collective Negotiations Chalk/Duste R3
13/02/20
r
59 Disputes or Conflicts Chalk/Duste R3
17/03/20
r
60 Participative Management Chalk/Duste R3
19/03/20
r
61 19/03/20 Quality Circles PPT R3
62 European Countries Chalk/Duste R3
20/03/20
r
63 20/03/20 Asian countries NPTEL R3
64 24/03/20 Revision
65 26/03/20 Revision
66 26/03/20 Revision
67 27/03/20 Revision
68 27/03/20 Revision
69 31/03/20 Case Study
70 03/04/20 Case Study
71 03/04/20 Case Study
MID EXAMINATION II (13-04-20 to 17-04-20)
1 International Human resource management
2 International Human resource management
3 International Human resource management

Signature of the staff HOD Principal

 GLOBAL HUMAN RESOURCES MANAGEMENT (17E00409)
Unit - 1

Global Human Resource Management concept, expanding role – Global issues and challenges,
Differences between Domestic HRM and GHRM.

Global Human Resource Management:

Concept: Global Human Resources Management is all about aligning the policies and
procedures, rules and regulations pay and perks, trends and practices and benchmarking the
standards of the home country on par with the global standards with a global mindset. In
addition, it involves managing the diversified workforce globally. Global HRM is all about
blending the HR activities as per the global business environment by dreaming globally but
acting locally. 
Definition: GHRM has been defined as the HRM issues and problems arising from the
internationalization of business, and the HRM strategies, policies and practices which firms
pursue in response to the internationalization of process.

Managing Change:

Concept: Bringing change in organizational processes and procedures, implementing it and then
managing it is one of the biggest concerns of HR managers, as the ideology and mindsets of employees
are affected by change. Business environment is so volatile. Technology keeps changing every now and
then.

Conflict Management:

Concept: HR Manager should know how to handle employee-employer and employee-employee

conflicts without hurting their feelings. Although it is almost impossible to avoid conflicts among people,
still handling them tactfully is important. They should be able to listen to each party, decide and
communicate to them in a convincing manner in order to avoid future conflicts.

Domestic HRM:
Concept: Domestic HRM is the process of procuring allocating and effectively utilizing the human
resources in local countries. By the name itself, that IHRMs work internationally or beyond national
borders, whereas it's domestic counterpart works within the set, local, national borders.

Ethnocentric Approach:

Concept: An ethnocentric approach involves exporting the organizations home country practices and
policies to foreign locations. This approach can be beneficial in allowing standardization, integration and
efficiency. It helps to make expatriate assignments more attractive to the organizations domestic
employees.

Polycentric approach:

Concept: A polycentric approach involves allowing each location to develop its own practices and
policies that were consistent with the local culture and workforce characteristics. Management
practices are localized to suit the existing needs of the market place and adoptability of customer tastes
is a key strategic initiative facilitated by this approach.

Regiocentric Approach:
Concept: A region centric approach involves developing standardized practices, polices by geographic
region, therefore there is some consistency and efficiency with in operations. This approach commonly
involves establishing autonomously managed regional subsidiaries with in a geographic region.

Geocentric Approach:

Concept: A geocentric approach involves developing one set of global practices and policies that are
applied at all locations. This approach differs from ethnocentric approach in that although the
ethnocentric approach exports its one set of management systems based on home country culture to all
locations.

Cultural factors:

Concept: Culture encompasses the set of beliefs, moral values, traditions, language, and laws
held in common by a nation, a community, or other defined group of people.
Political & legal factors:

Concept: Political and Legal factors are that political refers to attitudes and approaches,

whereas Legal factors are those which have become law and regulations. Legal needs to be
complied with whereas political may represent influences, restrictions or opportunities, but they
are not mandatory.

Unit - 2
ORGANIZATIONAL CULTURE

Social and Cultural Variables in Global Organizations – Cross Cultural Differences – Cross
Cultural Research Methodologies – Hofetede’s Hermes Study, Cultural Issues.

Culture:

Definition: Culture is defined as the integrated system of learned behaviour patterns that are
distinguishing characteristics of the members of any given society, including everything that a group
thinks, says, does and makes – its customs, religion, language, material and shared systems of attitudes
and feelings..
Concept: Culture is a set of traditional beliefs and values that are transmitted and shared in a given
society. It is also the total way of life and thinking patterns that are passed from generation to
generation.

Cultural variables:

Concept: Cultural variables are the factors which are evaluated in determining the extent and nature of
cultural differences. They act as differentiator between culture of two nations and between
organizations.

Cultural differences:

Concept: Cultural differences are the differences in culture among different countries. They affect the
organizational work behaviour within and across countries and cultures. It is important to recognise that
people from different countries are different in variety of ways including different ways of looking at
things, dressing and expressing personality.

Cross cultural research:

Concept: Cross culture research investigates similarities and differences between cultures. It helps in
preparing specific and practical guide lines concerning how to design and implement an effective HRM
system in order to better attract engage and retain talent employees.

Definition: It may be defined as the empirical study of members of various culture groups who have had
different experiences that lead to predictable and significant differences in behaviour. National culture:

Concept: National culture is the set of collective beliefs and values that distinguish people of one
nationality from those of another.

Hofetede’s dimension:

Concept: It is the extent to which people feel comfortable when they are exposed to an ambiguous or
uncertain situation.

Power distance:

Concept: It refers to what extent people have an equal distribution of power. In a large power distance
culture, power is concentrated at the top in the hands of relatively few people while people in the
bottom are subject to decisions and instructions given by superiors.

Masculinity:

Concept: It refers the distribution of emotional roles between the genders. Masculine dimension is very
closely related to the concept of achievement motivation. A masculine culture is basically a performance
driven society where rewards and recognition for performance are the primary motivational factors for
achievement.

Collectivism:

Concept: It refers the culture where people tend to belong to groups or collectives and look after each
other in exchange for loyalty. Collective cultures put a great deal of pressure on their members to
confirm to one another without their being aware of it.

Globalization of cross-cultural awareness:

Concept: It refers to how managers should try to adapt their leadership behaviour to that which is
preferred/required in the host country in order to avoid misunderstandings and conflicts in the
subordinate-superior relationship due to cultural differences.

Unit - 3

GLOBAL STAFFING AND COMPENSATION PRACTICES

Global staffing and Compensation Practices – Nature, Sources, Policies – Human Resource
Planning – Recruitment and Selection for global Assignment, Selection process- Expatriate
and Repatriate. – Compensation- International Compensation structure, Differentiating
HCN’S, PCN`S and TCN’S

International staffing:

Concept: International staffing is the management function devoted to acquiring, training, appraising,
and compensating employees. In effect, all managers are human resource managers, although human
resource specialists may perform some of these activities in large organizations.

Ethnocentric staffing approach:

Concept: It refers to the norms and practices of the parent company where upper management
positions are typically held by corporate personnel from the home country.  These managers are
considered parent company nationals, or PCNs.

Polycentric staffing approach:

Concept: It refers to the norms and practices of the host company where upper management positions
are typically held by corporate personnel from the local country.  These managers are considered host
country nationals or HCNs.
Geocentric staffing approach:

Concept: It refers to upper level management positions that are held by the most qualified employees
selected form a global pool of candidates.  These managers are considered third country nationals, or
TCNs.  The most qualified candidates are selected, but no single nationality is stressed.  

Regiocentric staffing approach:

Concept: It is a recently identified approach, where upper level management positions are held by
employees from a particular region (North American region, European Region, Asian region, etc.).This
approach is similar to the polycentric approach, but it reflects a specific region rather than a specific
country.  

Human Resources Planning:

Concept: Human resource planning can be stated as a process of balancing the peoples supply including
the present and prospective employees with the potential job opening in the organization in a given
period of. It is the system of the organization to ensure the availability of right number of people, right
type of people, at the right time and at the right place to attain the organizational objectives.

Definition: According to Dale S.Beach, “ Human resource planning is the process of determination and
assuming that the organization will have an adequate number of qualified persons available at the
proper times, performing jobs which meet the needs of the enterprise and which provides satisfaction
for the individuals involved “.

Recruitment:

Concept: Recruitment is a process to discover the sources of manpower to meet the requirements of
the staffing schedules and to employ effective measures for attracting that manpower inadequate
numbers to facilitate effective selection of an efficient working force.

Definition: Recruitment can be defined as the process of finding out prospective candidates for filling
actual or projected vacancies in an organization. Recruitment enables the organization to obtain the
number and types of the individuals required for its continuous working.

Selection:

Concept: It refers to a process in which individuals are picked up from the pool of job applicants
possessing the required knowledge and skills for the job to be performed in an organization. Selection is
a process which includes various phases such as exploring the applicants in order to check whether they
are suitable for the job or not, picking up the right ones from the pool of the applicants in eliminating
the rests.

Definition: According to Dale Yoder, selection is the process by which candidates for employment are
divided into two classes, those who will be offered employment and those who will not.

Expatriation:

Concept: Expatriates are the employees that are non citizens of the country under which they are
working. An expatriate is the link between the home and foreign operations as it works as a net work
builder, an agent of knowledge transfer, an agent of direct control and an agent of socialization.

Repatriation:

Concept: It refers to those employees who return back to the parent country after their international
assignments. It is the process of returning a person back to one’s place of origin or citizenship.

Compensation:

Concept: Compensation is a systematic approach to providing monetary value to employees in exchange

for work performed. Compensation may achieve several purposes assisting in recruitment, job
performance, and job satisfaction.

International compensation management:

Concept: It refers to designing and developing a better compensation package for HR professionals for
the international assignments. It requires knowledge of taxation, employment laws, and foreign
currency fluctuation by the HR professionals. The compensation policy should be in line with the
structure, business needs and overall strategy of the organization.

Parent Country National (PCN):

Concept: When a company of a country recruits employee from its own country is known as PCN. Here
the country is parent country.

Host Country National (HCN):

Concept: When a company of a country runs their business in another country and recruits employees
from that country then it is known as HCN. Here the second country is the host country.

Third Country National (TCN): 

Concept: They are the citizens of one country employed by a company from another country who
worked in a third country.

Unit -4

Appraisal and Training and development in the Global Perspective: Programmes and Agencies–
Performance management, Appraisal system – Training and development need, cross cultural
training, Areas of international training and development.

Performance management

Concept: Effective performance management includes providing meaningful, real-time feedback;

ensuring that employees have clear expectations and coaching employees to achieve their maximum
performance levels. 

Definition: Performance management is an ongoing process of communication between a supervisor

and an employee that occurs throughout the year, in support of accomplishing the strategic objectives
of the organization.

Appraisal:
Concept:
Appraisal is the evaluation of worth, quality or merit. In the organization context, performance
appraisal is a systematic evaluation of personnel by superiors or others familiar with their
performance.
Definition: is a method by which the job performance of an employee is documented and
evaluated. Appraisal system:
Concept: Performance appraisal is the systematic evaluation of employees with respect to their
performance on their job and their potential for development. 
Trait-Focused Performance Appraisal:

Definition: Malcolm can use traits as a standard for Appraisal for employees.

Definition for traits: Traits include things such as appearance, attitude, initiative, work ethic, and
leadership ability, a sense of ethics, loyalty, adaptability and judgment.
Behaviour -Focused Performance Appraisal
Definition for traits: The behaviourally anchored rating system (BARS) judges your employees
actions using a rating scale to measure specific behaviours.
Straight Ranking
Definition: The straight ranking method compares employees to each other, ranking them from
best to worst. 
Paired Comparison
Definition: The paired comparison method compares each employee with every other employee
in a group. 
Grading and Checklist
Definition: The grading method uses standard A to F letter grades in different categories to rate
each employee. 
Management By Objective:
Definition: Appraisals require the employee and supervisor to agree on a set of objectives before
the evaluation.
Psychological Appraisals:
Definition: Psychological appraisals assess the employee intellectual ability, emotional stability,
analytical skills and other psychological traits using objective psychological evaluation
processes. 
360-Degree Feedback:
Definition: 360-degree feedback requires the employer to survey co-workers, supervisors,
subordinates and even customers about each employee actions. 

Training and development need:

Concept: A training program allows you to strengthen those skills that each employee needs to
improve. A development program brings all employees to a higher level so they all have similar
skills and knowledge.

Cross Cultural Training

Concept:

Power distance Definition: it is the degree of inequality which is considered as acceptable.

Uncertainty avoidance Definition: It is the degree to which people like planned and structured
situations.
Individualism Definition: It is the extent to which people prefer to be independent than being in
groups.

Masculinity Definition: it is possession of qualities, behaviors, attributes and roles traditionally

associated with men.

Definition: Cross cultural training refers to the training given to employees related to the cultural
differences between nations, the awareness of which helps in running smooth business across the
nations.

International Training and Development:

Concept: Training and Development is a subsystem of an organization which emphasize on the

improvement of the performance of individuals and groups. Training is an educational process
which involves the sharpening of skills, concepts, changing of attitude and gaining more
knowledge to enhance the performance of the employees.

Unit - 5

Global Industrial Relations and People Management – Trade Unions, Collective bargaining,
Disputes/Conflicts, Quality Circles and Participative Management.- USA – European Countries,
Asian Countries and Middle East
Trade Unions

Concept: One of a trade union's main aims is to protect and advance the interests of its members in the
workplace. Most trade unions are independent of any employer.

Definition: an organization whose membership consists of workers and union leaders, united to

protect and promote their common interests.
Collective bargaining
Concept: Collective bargaining is a process of negotiation between employers and a group of employees
aimed at agreements to regulate working salaries, working conditions, benefits, and other aspects of
workers' compensation and rights for workers.

Definition: Collective bargaining is a process of negotiation between employers and a group of

employees aimed at agreements to regulate working salaries, working conditions, benefits, and
other aspects of workers' compensation and rights for workers.

Disputes/Conflicts
Disputes Definition: A dispute is an argument or disagreement between people or groups.

Conflicts Definition: Conflict is serious disagreement and argument about something important.

Quality Circles

Concept: A quality circle is a participatory management technique that enlists the help of employees in
solving problems related to their own jobs.

Definition: It is a work group of employees who meet regularly to discuss their quality problems,
investigate causes, recommend solutions, and take corrective actions. 

Participative Management

The concept that when the worker invests his time and ties his fate to the workplace, he should be given
an opportunity to participate in the decision making process of the management.

Definition: Type of management in which employees at all levels are encouraged to on contribute ideas
towards identifying and setting organizational-goals, problem solving, and other decisions that may
directly affect them.