CONCLUSION
The objective of this paper was to study the interaction between an important new EU social policy and American HRM as practiced in operations in the EU. The objective of the paper could not be achieved due to minimal response to the questionnaire. The evidence gathered does indicate, however, that the globalization popular in American HRM is not compatible with the development of a EU social policy which is contrary to American norms. The European Works Council Directive, in particular, poses a significant challenge to American HRM. Realistically , however, American managers have not opposed it as they did earlier versions of the Directive. Neither are they in the vanguard of managers taking a proactive strategy regarding voluntary implementation. No American
firm has followed the Electrolux model to gain a public relations coup by early and enthusiastic compliance.
CONCLUSION
The objective of this paper was to study the interaction between an important new EU social policy and American HRM as practiced in operations in the EU. The objective of the paper could not be achieved due to minimal response to the questionnaire. The evidence gathered does indicate, however, that the globalization popular in American HRM is not compatible with the development of a EU social policy which is contrary to American norms. The European Works Council Directive, in particular, poses a significant challenge to American HRM. Realistically , however, American managers have not opposed it as they did earlier versions of the Directive. Neither are they in the vanguard of managers taking a proactive strategy regarding voluntary implementation. No American
firm has followed the Electrolux model to gain a public relations coup by early and enthusiastic compliance.
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