Case study

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CASESTUDY 10 -1

“Compensating Expatriates” Please respond to the following:

  1. Analyze the issues and considerations that impact expatriate compensation to determine the single biggest challenge in setting compensation. Provide specific examples to support your response.

 

  1. Determine which cultural characteristics should be considered when establishing a compensation program for a U.S. company planning to locate in the country you researched. Provide specific examples to support your response.

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CASESTUDY 10- 2

“Pay and Benefits Outside the United States” Please respond to the following:

  1. Analyze the differences between minimum pay regulations and retirement systems in the U.S. and the other countries discussed in this chapter to determine how these differences affects the ability of U.S. companies to compete worldwide. Provide specific examples to support your response.

 

  1. Select the minimum pay and retirement practices of one of the countries discussed in Chapter 15. Then, determine the likely result if those practices were adopted by the U.S. Provide your rationale.

 

CASESTUDYD 11 -1

“Looking Back” Please respond to the following:

  1. Determine the single most important thing you learned in Compensation Management this course, as well as what made it so.

 

  1. Looking back on the content of this course, determine which element of compensation management would be the most difficult for execute correctly. Discuss ways that you may be able to address these difficulties.

 

CASESTUDY 11 – 2

“Looking Ahead” Please respond to the following:

  1. Determine the best way that three major concepts you learned inCompensation Management could be applied or recognized in organizations.

 

  1. Predict what major issues will be at the forefront of compensation management 20 years from now. Provide your rationale.

PLEASE NUMBER YOUR ANWERS WITH THE SAME NUMBER AS YOUR QUESTION.  PLEASE DO NOT EXCEED 300 WORDS PER QUESTION.

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Description

Setting the expatriate compensation structure is a complex undertaking for a company’s HR experts. Having expatriates is difficult, but having a bad expatriate compensation plan and structure is even disastrous. After analysis of issues and considerations in expatriate compensation, the biggest challenge appears to be the equality problem. The discrepancies in compensation that exist between the locals and the expatriates due to use of different compensation structure are a major challenge in most multinational companies. The HR is faced with a hard decision to make, choosing between the two options. The department has to choose between using the host country’s compensation policies, where the expatriate’s salary is based on the legally instituted salary structure in the host country, or use the home country’s pay structure. Using the host country’s compensation plan may discourage the expatriates because they may earn less than the expatriates working in other companies, especially if the host country pay policies are lower than those of the home country. Most multinational operating in the developing nations always finds themselves in this limbo. On the other hand, using the home country’s policies may affect the local managers as they will feel that they are not paid equally compared to their counterparts from other countries. In this regard, the company must find a balance between the two scenarios.