Expatriate Management

carefully planned out and considered, the total closure or failure of the organization could be at hand in the near future. In our modern age, employers know that salary is not the only factor that should be considered and that salary alone will not lead to better or more highly profitable workers alone. This is why compensation planning is important and why pay should have some connection between performance and compensation. This is why the human resources department should consider many monetary and non-monetary factors when considering how to properly compensate and motivate employees (Dessler, 2013).

The first lesson we learnt was the importance of treating employees fairly, especially in terms of wages. Employees who are content and treated fairly are productive and will evidently drive the bottom line of the company. Their productivity will be high, knowing their wage is reflective of their work and they feel valued in the company. Not only did employees experience pay dissatisfaction if they perceived their pay as unfair, they were also less motivated to achieve the organization’s goals. (HRM 212) In Quarter 6, we increased the wages for Level 3,4, and 5 workers. However, we received feedback that notified us that our Level 1 workers

The opportunities to work abroad are more today than they have ever been in the history of mankind. The big planet Earth has become a small global village and sovereign barriers seem to have disappear. While working in a foreign country, some individuals

Page 4 - 2 reasons why it is important to treat employees fairly in relation to pay

The following academic sources will be used to support my statement of the problem in question, because it will help to support the case that an organization's employees should be paid a salary as cheap, have good programs of continuing education for employees, an open door policy and a good line of communication with a voice in the changes and development department.

With this, the company shall consider the reasons of the skilled worker that matches the job qualifications and requirements that may be to work for the company (internal recruitment) or living in the area (external recruitment) (Dussault and Franceschini, 2006). Also, the organization should consider the financial aspects associated with any training individuals to meet the job specification or offer compensation and relocation incentives to attract qualified workers from other

The goal of selection programs are to capitalize on individual differences in order to select the applicants who possess the greatest amount of particular characteristics that have been assess to be the most important for job success (Cascio & Aquinis, 2011). This goal can be met by utilizing a classical approach to personnel selection. The classical approach to personnel selection starts with the job analysis. From the job analysis sensitive, relevant and reliable criteria are selected on a basis of importance to describe the job specifications that represent knowledge, skills, abilities and other characteristics (KSAOs) that potential applicants are desired to have for the job (Cascio & Aquinis, 2011).

How can global HR professionals prepare global employees for the challenges they will face, and what might global HR professionals do to help deal with cultural challenges faced by people working in new cultures? Discuss specifically what might be done to help counteract separation anxiety, loneliness, homesickness, and other issues that make people feel like strangers in a strange land.

Provide a list of at least three key issues a manager should consider when doing business in a different country. Explain the importance for each of these issues.

How to develop well trained local managers that are capable of meeting the company standards in achieving its goals particularly the minimization of salary expenses and the continuity of its business expansion?

Some organizations are unwilling to show their reward systems and pay policies (Lawler, 1995). Many Human Resources professionals believe gender pay gaps to be resolvable through the monitoring of pay levels and communication (Report on Salary Surveys).Greater pay transparency has been a great benefit to the board, employees and managers as they now know what is happening across the business and they are able to confidently justify their actions (Commission Policy Report).All market-related supplements are recorded and reviewed separately from basic salary to ensure openness and transparency. Regular research market rates within the various labor markets in which they operate is undertaken improving transparency would also help to improve talent development, as employees would be able to see what they could earn if they wanted to move to another division and upgrade their skill set. (Commission Policy Report).

1. Confirm that all of your personnel policies from hiring to promotions and raises are based on employee performance. Avoid allowing tenure, ethnic background or any other kind of category into your human resources policies.

INTERNATIONAL MANAGEMENT: CULTURE, STRATEGY, AND BEHAVIOR, EIGHTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited

Face to those options and wide resource, the managers in global enterprises have particular concern about the employees’ ability to disseminate knowledge and innovation throughout their global operations . The use of expatriates has seemed to be a logical choice for staffing, while the use of parent-country nations seems to be most appropriate in some specific situation . Some other global enterprises also prefer integrate the expatriates and local human resource. Nevertheless, each procedure has both advantage and disadvantage.

Multicultural Management , like usual management, requires supervision of the company so the thrift of the company to be kept. We know from Peter Drucker that exist five tasks so the job of the manager can be realized. And these tasks are planning (setting objectives), organizing, integrating (motivating and communicating), measuring performance and developing people. The same tasks consist even on the job of a multicultural manager except the difficulties that differ from those of a usual manager.