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
No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14
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