Companies that are expanding internationally are beginning to realize the benefits of hiring individuals from a variety of cultures and backgrounds in order to increase the organizations level of both diversity and newness. However, there are a variety of factors that contribute to businesses actively recruiting workers from other countries. Achim et al. (2017) illustrated some of the reasons that corporations are employing foreign workers by depicting that there is a lack of workers and that company are doing so in order to pay lower wages to workers. Because people in poor countries tends to have lower wage expectations, the majority of these workers are brought in from other countries in the developing world. In addition to this, the Elsaid, (2012) study reinforced the idea that organizations can benefit from a diverse workforce by taking use of the various opportunities it presents. Elsaid, (2012) demonstrated that while though some people believe that managing varied individuals under one roof can result in mismanagement and inferior performance in the firm, this can actually be turned into a strategic asset for the corporation if it is handled properly. Hilary and Elaine, (2000) in Elsaid, (2012) argued that an organization should make an effort to foster a diverse workforce and that top management has a responsibility to cultivate an atmosphere conducive to the development of a culture that will help them better accommodate workforce diversity within the organization. However, workforce diversity or integrating home and foreign employees within the same organization also bring in several problems like lack of motivation among employees to work, poor communication. Moreover, trust has also been an issue in maintaining relationship with customers. Researchers like Doud et al. (2017) also conducted a study to determine the impact of trust commitment and competitive advantage in global business. The study found a strong correlation on the global business and competitive advantage. As employees trust each other in the organization, they will put their best effort into the organization which will improve performance of the business. Though it is not an easy task to build the rapport between foreign and domestic employees (Shuvro et al., 2020). 

Moreover, Subramanian, (2016) mentioned that communication is another that creates distance between foreign and domestic employees. Thus, top management must find ways to lessen the communication gap within the organization between foreign and domestic employees. As proper communication can help companies make important decision relentlessly. Moreover, companies are going global thus to attract and enter foreign countries, companies are hiring locals of the host countries to get benefits like easy access to market, better understanding about the market and customers. However, companies send expatriate employees who are expert to operate business in foreign countries. Even Sussman, (2011) has discovered that expatriate workers also go through psychological trauma as a result of the new culture they are exposed to. However, huge multinational corporations place a higher level of faith in their personnel when it comes to dealing with foreign investment (MNC). Therefore, international businesses have a duty to exercise caution whenever they bring inpatriate workers to their home country or send out expatriate workers to another nation. These businesses have to make certain that their international and domestic workers have similar work ethics and communication procedures avoiding causing a disruption in daily operations of the company.

As Sumathi et al. (2018) mentioned diversity in the organization has several advantages. Besides, Prieto et al. (2009) also strongly supported this by mentioning that having potential it provides a company with a static reserve of competitive benefits since it fosters diversity within the organization and leads to increased levels of creativity and problem-solving abilities among its workforce. However, researchers like Richard and Johnson, (2001) opposed that diversity can leave an opposite effects on the role of organization due to diversity of race, gender in the organization. Still, other researchers find diversity or inclusion of foreign and domestic employees can impact the performance of business positively. Thus, organizations or top management need to manage good relationships between foreign and domestic employees in the organization. 

Rationale of the study/ justification of the study/ problem statement 

Although workforce diversity has been researched vastly, the vast majority of studies have concentrated on determining which factors have an effect on diversity in organizations and how problems of this nature can be resolved (Doud et al., 2007; Subramanian, 2016). However, none of the researchers mentioned the significance of the link between domestic and foreign workers in their discussions. Researchers focused that diversity has a positive impact on the MNC (Sumathi et al., 2018), but they did not specifically look for the impact that a good relationship between domestic and foreign employees can have on the organization. This is despite the fact that these researchers have found that diversity has a positive impact. So, the researcher who is conducting this study has made the decision to obtain the effects on the company of positive relationships between domestic and international workers. As the diversity of the workforce continues to grow at a rapid rate, it will become increasingly common for domestic and international workers to collaborate under the same roof for accomplishing the mission of the business. According to Childs, (2005) every company that wants to be successful in the current business day needs to go borderless. This means that the company would employ people from other countries in addition to people from the United States. In their research on the effects of immigrant workers in Malaysia, Abdul Rahman et al. (2012) came to the conclusion that the presence of immigrant workers was beneficial to the economic expansion of both the company and the nation. In addition, the findings of Achim et al. (2017) have demonstrated that companies are interested in recruiting foreign workers due to the availability of these workers, the lower salary rate that they command, and a variety of other variables including educational conditions, etc. Furthermore, (Sumathi et al., 2018; Prieto et al., 2009) described that diversity, or the inclusion of foreign employees within an organization, can lead to a competitive advantage for the company. They explained that this is because a diverse mind will enhance creativity within the organization, which will strengthen the most important resource of an organization, which is human resource. The company will be able to improve their performance level with the assistance of the competitive edge. As diversity brings positive impact on the organization, it also has negative impact on the performance of the business. Richard and Johnson, (2001) strongly opposed the idea of workforce diversity as they believe it is associated with many complexities in the organization. Moreover, Cletus et al., (2018) also shown that rapid diversification or rapid integration of foreign and domestic employees will also affect the socio-cultural view of the personnel. The diversification will also challenge the perception of these individuals toward age, gender, race, language as people will have to constantly deal with new people who do not belong to their own culture, language or background. This can often lead to cultural shock for domestic as well as foreign employees as they are exposed to a completely new culture and new society. Moreover, (Cletus et al., 2018) have shown that recruitment of diverse people from across countries is not easy task, as the HR need to be ensured of the background of the employees, as well as whether the employees will be able to adjust in the organization amid huge diversification or not. As companies now-adays are more expansion oriented, they need more inclusion of foreign employees in the organization along with skilled domestic employees as large companies still depend heavily on the expatriate to operate their operations in location successfully (Sussman, 2011). Thus, domestic employees are also required to be accustomed to working in a diverse culture along with foreign employees. Companies find diverse culture or diverse workforce is more productive. Thus, it is bound that domestic and foreign employees need to have good relationship in the organization or else it will backfire on the company. 

Research aim

To find out the importance of a good relationship between local and international employees in an MNC: A case study on Samsung, London, UK.

Research Objective

1. To identify factors that affect employees morale 
2. To identify conflicting factors between local and international employees
3. To find out ways to settle cross-cultural issues in the organization.
4. To identify the benefits of conflict management in the organization 

Research Question 

1. What are the factors affecting employees morale in Samsung, London, UK?
2. Which points can be the reasons of conflict between local and international employees in Samsung, London, UK?
3. How Samsung can resolve conflicts among local and international employees?
4. What are the benefits of conflict management systems in Samsung, London, UK to flourish the internal relationships among the local and international employees?

Hypothesis of this study

H0: Relationship among local and international employees does not impact employees productivity in Samsung, London, UK.

H1: Relationship among local and international employees impacts employees productivity in Sam-sung, London, UK.

Organizations are rapidly extending their operations, which require them to hire international employees into their organization so that they may gain the benefits of that in the foreign countries to operate successfully in the market. As a result, organizations are required to hire foreign employees (Cletus et al., 2018). Diversity in the workforce has made it possible for businesses to acquire more creative workers from different parts of the world. These workers contribute to an increase in the efficiency of the company because they are able to be more creative when working together and perform better within the organization. This chapter of the paper focuses on the literature background opined by different researchers in their paper. The literally chapter focuses on the literature review of the relevant topic of this study. This chapter focuses on meeting the objective of study by reviewing literature relevant to this topic. 

International culture and employee morale 

Because it will be challenging for businesses to successfully operate while adhering to the local culture of a foreign country, many of them have stopped pursuing their own national culture. This is because expanding their operations into international borders requires them to do so. Therefore, corporations either adopt the foreign culture or make an effort to incorporate many cultures into their operations. According to Bowles and Copper, (2009), the culture of a business has a substantial impact on the morale of its employees as well as their values, beliefs, and actions. This is because employees are expected to work in accordance with the culture of the firm. However, while choosing which culture to pursue, some employees have the tendency to seek membership in the dominant culture group, as this group reinforces culture, values, beliefs in the environment of the organization. Moreover, Mayhand, (2020) also shown that people have the tendency to associate themselves with a certain group, this helps to be influenced psychologically and have purpose in their life. However, Glinkowska, (2016) mentioned that culture of an organization is dependent on many factors like origin, education, manners, management style, etc. Besides, culture of an organization is so significant that it often leads to labor turnover. When employees feel that they cannot adjust or cope up with the culture, they feel detached and insecure in the organization (Khumalo, 2021). Moreover, as culture of an organization is the determinant of practice of employees within the organization, it also sets morale of the employees. Khumalo, (2021) defined employee morale as the mixture of attitude, feeling and behavior that result to the behavior of employees. Bound et al. (2018) also asserted that employee morale also has an influence on the organizational goal achievement of employees. Ogbe et al. (2019) in their paper revealed that negative attitude of employees toward the organization impacts heavily on other employees. Moreover, Erasmus, (2020) also blamed that training opportunities, promotional chances are also the determinant factors of employee morale, as employees are highly influenced and motivated through training and promotion. Moreover, Researchers like (Miam 2017; Doud et al., 2017) put emphasis on the trust issue among employees. If employees cannot trust others in the organization, they will less likely to be motivated in the organization which will degrade their morale level in the organization. As (Ogbe et al., 2019) mentioned employees are influenced by negative attitude, lack of trust in the organization will also demotivate employees to perform well in the organization. 

Theoretical framework 

This portion of the chapter highlights some of the theories concerning worldwide business and cultural diversity inside the organization and how cultural diversity along with foreign and domestic employees so that the researcher can draw conclusion about from theoretical perspective. 

Cognitive-diverse theory 

Dongrey and Rokade, (2020) have shown that cognitive diversity of an organization helps to outperform other organization. According to Reynolds and Lewis, (2017) article in the Harvard Business Review, managers frequently fail to recognize the importance of cognitive diversity due to the fact that it is less visible and is hampered by cultural barriers. Cognitive diversity is described as being "super-additive" in one of the articles written by Dongrey and Rokade, (2020) and published in Forbes. This terminology is consistent with the idea of improvement on top of improvement. According to Newberry, (2018) having a diverse set of cognitive abilities is necessary in order to introduce novel ideas and points of view. It is essential to make a distinction between perception and cognitive processes. Perception associated with the manner in which an individual captures the information required for processing (Bromiley & Rau, 2016; West & Dellana, 2009) also mentioned a different definition of cognition refers to how individuals apply the information. The presence of intelligent beings belonging to a variety of cognitive classes in a group is what gives rise to the phenomenon of cognitive diversity. It suggests that the actors have distinct mental processes as well as unique approaches to resolving issues. 

Meissner and Wulf, (2017) also showed that cognitive diversity have an impact on the performance of organization. As Meissner and Wulf, (2017) mentioned cognitive diversity helps the management team to minimize biasness toward decision making as well as it helps to improve quality of decision making. Moreover, cognitive diversity helps to get fresh ideas as people from domestic and different foreign works together. Moreover, cognitive diversity leads to better performance and creativity in the organization. Kurtzberg, (2005) showed that heterogeneity will bring creativeness in the organization. However, Ahmed Younis, (2018) opposed that homogeneity will bring more creativity in the organization. But increasing diverse workforce is a proof that organizations are getting benefits from heterogeneity in the organization. As creative diversity helps to reduce errors, take perfect decision for the organization, employees of both domestic and foreign nations will need to be managed carefully in the organization. The diversity that they will bring in the organization will help them to gain competitive advantage in their sector which will help them to outperform other firms. This integration will also reduce errors in the decision making of the company as well as lower biasness toward any specific culture or interest. 

Resource-based diversity management 

Barney & Clark, (2007) have presented evidence to support the disparity between the two competing theories of diversity management, which are the institutional theory and the resource-based theory. The institutional theory and the resource-based theory compete for diversity management responsibilities. The primary objective of the plan is to achieve heterogeneous performance within the organization as a direct result of the incorporation of people who come from a variety of cultural backgrounds into the workforce of the company. This will be accomplished by increasing the number of individuals who speak languages other than English. Those who subscribe to this school of thought maintain that an organization is made up of four distinct kinds of resources, which are referred to as human capital, physical capital, financial capital, and corporate capital resource respectively (Yang Yang and Konrad, 2011). Achim et al. (2017) also mentioned that this theory is an excellent explanatory basic model that demonstrates that the performance of a company can be described by the method in which its exceptional resources are managed. The theory was developed by economists. This comprehension directs the strategic thinking of the managers and explains why some businesses are able to, over the course of time, expand markets, strengthen the brand, achieve higher profits, and maintain competitive advantages while others, even when operating within the same industry, are unable to achieve the same level of success. These resources need to be utilized by organizations in a manner that enables them to run their operations in the most productive and successful manner possible. Businesses that have a varied staff will benefit from cognitive diversity, which will make the organizations human capital stronger and more competitive in comparison to other businesses in the same industry (Dongrey & Rokade, 2020). In addition, companies that have more access to resources are more likely to be in a position to reap the benefits of a competitive advantage over other firms that are in the same industry. Due to a lack of sufficient money, businesses, particularly smaller ones, have less access to various resources. Not all businesses have the same access to the same resources, according to Yang Yang & Konrad, (2011), who agreed with this assertion. Therefore, businesses that have access to resources have a responsibility to develop a competitive edge for themselves in a manner that is difficult for their rivals to replicate. As businesses are structured to both foster and benefit from the presence of a varied workforce, the ability to effectively manage diversity can be considered as a sort of competence that a company possesses (Yang Yang & Konrad, 2011). On the other hand, managers are reluctant to change and fail to adopt diversity management practices consistently throughout the firm; it may be difficult for competitors to duplicate even the most fundamental diversity practices (Thomas, 2008).

Similarity-attraction paradigm 

Cable and Turban (2001), in their review of research on recruitment, identified three major categories of applicant beliefs regarding work environments that are theorized to influence perceived fit with and attarction to organizations. These categories are employer information, job information, and employee information. Notably, despite the fact that there is evidence suggesting that organizational attractiveness is related to applicant fit with organization characteristics and with job attributes (Kristof-Brown et al., 2005), there is a paucity of research on whether or how fit with current employees influences organizational attraction. This is because organizational attar-ctiveness is related to applicant fit with organization characteristics and with job attributes (Devendorf & Highhouse, 2008). The researcher also outlines another paradigm called the similarity-attraction paradigm. This paradigm states that people feel more at ease when they are in the close proximity to other people who are similar to them. Researchers like Chattopadhyay et al. (2011) have conducted a study based on the previous study that mentioned the above line, but the model of Chattopadhyay et al. (2011) found no match that people likely to be along with their demographically similar peers. However, only in the case of high-status demographic groupings can the similarity-attraction paradigm be sustained, as members of these groups seek to connect with and identify with groups where their peers are similar to them. Lower-status individuals, on the other hand, who are more likely to engage with others who are different from themselves and identify with social groups that reflect this, show the reverse impact. The demographic dissimilarity process appears to be more complicated than the similarity-attraction paradigm predicts, according to the results of this study (Chattopadhyay et al., 2011). This uniformity among the workforce has also been encouraged by (Ahmed Younis, 2018). They believe that having a diverse group of employees will make it more difficult and complicated to make decisions regarding the management of the company. Because people from different backgrounds have varying cultural norms, values, and beliefs, (Ahmed Younis, 2018; Van Hoye &Turban, 2015) are of the opinion that having personnel from different countries working together within the same company will lead to chaos within the company. As a consequence of this, they would be unable to come to a satisfying conclusion about the matter, which would result in dissatisfaction among the staff members regarding the company.

Cross-cultural issues in the organization 

Cross-cultural diversity in an organization occurs when an employee from diverse culture, religion, country, race works under the same roof to attain the objective of the organization. Singh, (2014) has found that changing diversity in the organization as well as organizations goal to expand into foreign border is also the reason for which companies are encouraging and adapting cross-cultural employees in the organization. Moreover, intense integration of foreign employees with domestic employees has a farreaching impact on the organization. Singh, (2014) has shown that employees get to think broad when they are working people from other countries, moreover, their morality as well as overall performance will also improve as they will get to learn about other cultures, people, and about their culture, religion, trust, believe, attitude. Conflict can also arise as a result of the heterogeneous makeup of the workforce. Staff behaviors, for instance, are attributed to the state of diversity of a person, and there is a risk of misunderstanding, misinterpretation, or inappropriate behavior between persons. Moreover, there is a possibility of a person having more than one state of diversity. Individuals or collectives additionally, it may result in feelings of worry, mistrust, or individual prejudice. Employees who are considered valuable members of the team and who are appreciated in the workplace are more likely to remain with their firm (Zhang and Lowry, 2008). The retention of staff helps cut down on costs associated with recruitment and has a significant bearing on the results. A workforce in whom individuals are able to understand one another and communicate in an efficient manner is capable of working together effectively in integrated teams. When this occurs, it is much simpler to find solutions to disagreements and ease tensions. As a result, the management of a multicultural workforce is becoming increasingly important. Moreover, Zhang and Lowry, (2008) shown that Hofstedes model can be utilized to assess the culture of a people; this will help them to assess individuals and understand their preference and behavioral pattern. Though the model of Hof-stede has many disadvantages, still it is highly used in the organization to assess culture of others. Richard & Johnson, (2001) are of the opposite opinion, believing that diversity of race and gender has a negative impact on the organizations performance. Employees that are a part of a minority group, for example, are less committed to the companys overall aim. Bharadwaj & Kamboj, (2012) on the other hand, disagreed with Richard & Johnson, (2001), who asserted that a companys creativity and performance can be influenced by characteristics like age, length of service, and so on. Indeed, proponents of the "similarity-attraction" paradigm argue that homogenous groups are better able to accomplish their goals because their members have a better knowledge of one another. Employees in diverse groups may be less motivated to contribute to the success of the company as a whole because of the potential for interpersonal strife and conflict within the workplace. It was a result of this that organizations per-formance deteriorated (Horwitz, 2005). Thus, both international employees and domestic employees should have good relationship with each other. 

Conflict management in the MNC to solve cross-cultural problem 

When organizations try to expand their operation to foreign country, they as well as their employees enter a new country where they have to adjust their behavior, attitude, communication style as well as leadership style according to the preference of host country. This adaption of local cultures and practice them is called multiculturalism (Singh, 2014). Organizations that successfully manage to maintain relation between its foreign and domestic employees can manage their conflict well. Moreover, Kundu, (2001) have shown that in some societies, key decisions are made by a select group of top managers, while in others, the responsibility for making these decisions is spread throughout the organization. The first example is representative of American society, while the second is more typical of Japanese culture. The cultural standards of the United States of America and other Western countries necessitate individual incentives, however in Japanese culture this is not the case. In some civilizations, taking risks is actively encouraged, while in others, this is not the case. Thus, the top management must be conscious of the cultural practice of the country where they extended their business to understand what would be the expectation of the people in the country. Even though some researchers, such as (Richard & Johnson 2001; Cletus et al., 2018), are opposed to diversity or the integration of domestic workers with workers from other countries, diversity is gaining more attention due to its many benefits. This has increased the importance of studying the way to manage conflicts that may arise in an organization as a result of cultural, linguistic, and belief differences among workers from different countries. In addition, Kundu, (2001) has devised a few methods to address the cultural disparities that exist among the staff members of an organization. Ignore cultural differences 

Managers fail to grasp the importance of cultural heterogeneity (diversity) to the success of the com-pany. Parochial groups frequently employ this met-hod. Management and staff in these types of businesses tend to assume that "our way is the only way" to manage and structure the companys operations (Kundu, 2001). When it comes to managing a company, they dont see the need for cultural diversity. They dont see the point of having a wide range of people. The strategy of disregarding differences pre-vents effective management of cultural diversity and also eliminates the possibility of lowering the nega-tive repercussions and raising the positive impacts of diversity.

Minimizing Cultural difference 

Ethnocentric organizations minimize cultural dispa-rities. Managers see cultural diversity as a problem. In ethnocentric organizations, managers feel "our way    is best" They deem others methods inferior (Kundu, 2001). Managers decrease diversity to reduce differences difficulties. They ignore diversitys benefits. Such firms either recruit a culturally homogenous workforce or inculcate all employees into the prevailing cultures behavior patterns. Ethnocentric groups, by   reducing   disparities,  impede    cultural benefits.

Manage cultural differences 

Synergistic organizations manage differences. These organizations understand cultural diversitys benefits and drawbacks. Synergistic managers think "our and their ways of behaving and managing differ, but none is superior (Kundu, 2001)." Organizing and man-aging creatively may be the best solution. 

Research methodology is where the researcher takes decisions on how he will be collecting data, following what method, approach, philosophy, strategy etc. It works as the blueprint of conducting the research as it deals with the overall data collection process. In this section, Saunders research onion framework has been used for deciding the research methodology for this study. The research onion framework indicates different layers of research methodology which describes each of the elements for the researcher to make proper decision reading the study area based on the suitability of the research aim and objectives (Saunders, Lewis and Thornhill, 2016).

Research philosophy

Research philosophy is the foundation of the rese-arch methodology which indicates the set of beliefs on which the researcher decides how the data would be collected (Beins, 2017). Research philosophies are generally of three types, positivism, interpreti-vism and pragmatism. For this study on evaluating the necessity of good relationship between local and international employees at an MNC, the positivism research philosophy has been chosen. Positivism research philosophy is focused on the objective nature data collection. Here, the researcher emphasises on only a single reality where the natural incidents are given more importance rather than the personal viewpoints (Graziano & Raulin, 2012).

Demographic Analysis

The demographic analyses of the participants are shown here.

The following graph shows the gender of the participants where 50% are male, 46% are female and the rest of 4% dont want to reveal their gender.

The above pie chart shows the participants from various age groups. The majority of the participants are from the age group 36 to 45 years (34%). The other age groups 18 to 26 years are 22%, 26 to 35 years are 26% and 46 to 55 years is 18%.

The pie chart shows the nationality of the partici-pants where 60% are British and rest of the 40% are non-British participants.

The above graph shows the education level of the participants and it shows that the majority of the participants graduated about 42% and only 4% are taken other education.

The pie chart shows the annual earnings of the parti-cipants where the majority of the participants 26% earn £20000 to £25000 and only 16% of the partici-pants earn more than £35000.

The following pie chart shows the participants work-ing in departments in Samsung, UK. 30% of them are from marketing and branding, 22% are from Engineering software and network, 16% are from sales, 14% are from Finance, 8% are from Engin-eering Hardware, another 8% are from Procurement and only 2% are from other departments.

Descriptive Analysis and Discussion

To identify the factors affecting employees mor-ale in workplace- Samsung, London, UK

The study evaluates the importance of a good rela-tionship between local and international employees in an organization like Samsung. A companys ability to foster a culture of trust among its staff members is directly tied to the quality of its employee relations. When employees believe their contributions are valued by management, they are more likely to go above and beyond in their job and remain loyal to the firm. Employees with good wor-king relationships are less likely to get into argu-ments with each other. As a result, people are better able to adapt to one another and quit finding fault with one another. People focus on their job and make concerted efforts to improve their performance rather than engaging in pointless disagreements and arguments. While helping employees learn to interact more successfully across cultural boundaries, crosscultural learning in the workplace also encourages introspection. Employees get an understanding of how their cultural background has shaped their perspectives and actions. Positive interactions between managers and staff members are essential for any effort to boost employee engagement or produc-tivity. Employees perform better when they have good relationships with their managers and coworkers. The purpose of good employee relations is to foster an atmosphere in the workplace that encourages workers to contribute to the achievement of the companys objectives. It is important to recruit people from outside of your country in order to broaden your companys perspective. Theres always a chance that there arent enough people with the right skill-sets working in the local economy. In times like this, it should go farther afield by hiring people from other countries. The benefits to an organisation may be substantial if the employer-employee relationship is kept in good shape. Its common knowledge that happy, well-connected staff members are better at their jobs, both in terms of output and efficiency, as well as loyalty to the company. Those who are not sponsored by a company in their home country in order to work in another nation do so on a temporary basis and get work visas to do so. There is a dearth of studies looking at the ways in which international workers interact with their employers and other employees. The study concludes that there is a moderate impact of the relationships among local and international employees with 50.6% on the productivity of the employees of Samsung. Establishing and sustaining a cordial working relationship between management and staff is fundamental to employee relations. Organizational culture and the degree to which it aspires to be solution-focused are crucial components of this connection. Effective communication may also help local and foreign workers get along well and resolve any disputes that arise. Managers and businesses alike need to devote greater resources to understanding and mitigating the causes and effects of conflict. Dispute resolution trainings may also be held, where positive and nega-tive consequences of the conflict are discussed. The use of a neutral third party, whether via dispute resolution or open communication, is a powerful tool for resolving conflicts. However, it is important to keep in mind that there is no universal set of principles that can be applied to every company since each has its own unique culture, set of values, procedures, and circumstances. This information has to become a regular part of your professional life. Employee per-formance and output will improve as a result, as will the organizations bottom line. It is not only ineffec-tive but also impersonal for workers to communicate with one another primarily via memoranda and emails. If managers are constantly talking down to their employees, it will be easy for them to start feeling like they dont belong there. People working for a firm are among its most valuable assets, making open lines of communication between management and staff crucial. Workers who get along well with their superiors and coworkers are more likely to be invested in their job. Employees that are motivated to do their jobs well often put in more effort than is required of them and are more ready to go the extra mile to achieve success. When workers understand how their efforts contribute to the organizations success, they are more likely to flourish in their posi-tions. With better communication and cooperation among workers, employees will have a clearer picture of the companys long-term goals and how they fit into the grand scheme of things. A whopping 94% increase in job satisfaction is associated with workers who rate their bosses as trans-parent, honest, and trustworthy. 

One further way in which open communication fos-ters teamwork is through reducing tensions amongst employees. Businesses that invest in their workers professional growth will benefit from having a more engaged and skilled staff. Managers and human resources agents should collaborate closely with both domestic and foreign workers to help them upgrade their abilities and acquire any necessary new training. Helping the overseas staff finish their degrees while still employed by the firm results in a more skilled and adaptable workforce and increases employee loyalty. Facilitate worker comprehension of their place within the larger organisational structure and the relevance of their job to the companys overarching goals. Having experiences that are more in line with the basic principles of the firm might make for a more satisfying life. Employee morale and loyalty may be boosted in both domestic and foreign locations by simply showing appreciation for the hard work of employees. Gratitude expressed in a variety of forms makes workers feel appreciated. Acknowledging when colleagues perform well, no matter how minor, and rewarding them for it, is an effective way to foster a happy work environment. Businesses that are having trouble figuring out how to motivate their employees might try offering fin-ancial bonuses. Make sure your staff has room to develop. Make available courses in the virtual envi-ronment that employees can utilise to hone their abilities; for example, a project management training course might instruct workers on how to better manage a building site. Employees are more likely to stay with a firm and work toward management posi-tions if they see coworkers succeeding in such roles. This benefits both the company and the employees, who may then acquire the skills they need to better provide for their families and advance in their careers. Managers may significantly affect staff retention and engagement, as well as foster a sense of community among workers. Managers should be instructed in the art of leading with trust and appreciation if they are to con-tribute to employee happiness. Provide them with the knowledge, resources, and training they need to succeed. Be an advocate of helpful, two-way feedback to establish a framework of checks and balances in the work-place. Employees and supervisors may establish a two-way conversation, either online or in person, to foster continuous growth and development. 

Reflective Part

The research project on the importance of the relationship among the local and international employ-yees in MNC a case study on Samsung, UK has helped me to learn significant lessons. I have learn about the importance of employee relations in the productivity of the employees. At first I have evaluated various studies by (Bromiley and Rau, 2016) and many more for having the theoretical framework on the relationship among local and international employee and develop a hypothesis on it. From there I have found the ignorance of cultural differences, minimizing cultural differences and managing cultural differences. Cletus et al. (2018) stated that organizations are required to hire foreign employees to diversity in the workforce has made it possible for businesses to acquire more creative workers from different parts of the world. For the research methodology, I have chosen positivism research philosophy, deductive reasoning, survey strategy, and qualitative research approaches using the research onion model. This research also helps to learn about choosing the appropriate research methods for studies. For taking the survey I have to communicate with the employee in various positions at Samsung. This helps me to increase my communication skills and create a network with many peoples who belong to different cultures and values. The research project also improves my analytical and soft skills. After collecting the data which was a challenging part of this study, I have to analyse those data to evaluate the hypothesis. This develops my analytical skills. Moreover, to evaluate this I had to use SPSS and this increased my software skills. My experiences have taught me that cultivating positive employee relations is critical because they lay the groundwork for trust between a firm and its work-force. When wor-kers are made to feel valued by their managers for the contributions they have made to the success of the organisation, they are more likely to show their appreciation for this regard by working diligently and being loyal to the business. Employees that have positive relationships with their employers tend to be more effective, motivated, and productive, which in turn leads to a rise in sales volume. Indiscipline in the workplace refers to situations in which employees do not conduct themselves in accordance with generally recognised standards of behaviour.

I would like to admit and give my deepest thanks to my supervisor Dr. Rebecca Natrajan SFHEA who did this work possible. Her assistance and opinion carried me through all the phases of writing my design. I would also like to be grateful my commit-tee members for allowing my protection be an enjoy-able moment, and for your magnificent statements and recommendations, thanks to you. Finally, I would like to thank Allah, for allowing me over all the struggles. I have practiced your direction day by day. You are the one who let me end my degree. I will continue on believing you for my hope.

All authors declare no conflict of interest with the contents of this research work.