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was a problem they can bring it to management'.

'As employees are generally unaware of their rights they can take advantage of the situation to save their costs. As example is given cleaning of uniforms. And also regarding pay, performance related pay, probation and notice for redundancy, paid leave'.

Individual workers can never be a threat for McDonalds where there may have a chance in the existence of trade union.

Disadvantages:
'Loss of public image in Germany that subsequently decrease their sale & growth in German market. Large compensation need to provide for violating employee's rights in different work place'.

Q. c. How may the approach to collective bargaining in Germany and the UK influence employee relations for McDonald's internationally?
'McDonald's opposition to trade unions is now well-documented; however, the extent to which it

can operate without unions or can avoid or undermine collective bargaining with unions and/or statutory works councils varies considerably in different countries and over time. Consequently the ability of national unions and their GUFs to improve pay levels and conditions of work has been limited, variable and by no means static'.

'This is nicely illustrated by McDonald's operations in New Zealand where the corporation

responded pragmatically to changes in government and labour legislation, excluding unions from and then returning to collective bargaining ahead of law reforms aimed at strengthening unions in 2000, but continued to keep unions out of its restaurants wherever possible. Attempts to regulate McDonald's employment conditions are therefore an ongoing struggle in which without pro-union

labour law, unions have little chance of organising workers and even less chance of establishing collective agreements. This may come as no surprise in countries such as the and Ireland where unions have had either no success or short-lived successes in gaining union recognition only to be denied before collective agreements can be established or enforced. However, even unions located in countries with more stringent labour legislation (e.g. Denmark, the Netherlands, France, Italy, Germany, Sweden and Norway) have had varying success in achieving some improvements in employee representation, pay and conditions of work and even where improvements have been achieved they are often under threat. Union attempts to increase the number of union-backed works councils and establish a company-level works council (Gesamtbetriebsrat) have completely failed, resulting from a number of sophisticated union-busting practices'.

Furthermore, 'despite some success in persuading McDonald's to accept collective bargaining in Germany in the late 1980s, McDonald's withdrew from collective bargaining in 2002 and has threatened to deal exclusively with a 'yellow' union'.

In Denmark, 'where average union membership is much higher than Germany and labour law is equally stringent, McDonald's only agreed to bargain collectively after a year of conflict and boycotts involving other Danish unions and support from Finnish and Swedish unions in the late 1980s'.

'McDonald's has tried to roll-back the basic terms of such agreements ever since. Nevertheless, in Sweden, Norway and Denmark, McDonald's workers do enjoy better conditions of work and higher pay th