Multinationals&Industrial Relations in India‪.‬

Introduction Multinational companies (MNCs), at the forefront of globalization, have grown to almost 80,000 worldwide employing 55 million people (UNCTAD 2008). Although the recent worldwide financial crisis slowed the pace of growth, it is unlikely to stall the process, facilitated by the developments in information, communication and transportation technologies (Stanton et al 2009). Convergence theorists suggest that the logic of technology and markets are superseding varying national cultures towards universally applicable 'best practice' managerial techniques, for example, the implementation of a range of specific employment practices identified with so-called High-Performance Work Systems. Divergence thesis argues that management systems will continue to reflect the 'footprint' of their national institutional environment. McGraw and Harley (Hayden 2009) concluded that in Australia 'there is a pronounced divergence in the HR practices of overseas workplaces when compared with locals.' We need therefore to look at what is happening in India in recent years in industrial relations practices in MNCs and try to fit these into a pattern.