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Week 5 Discussion – Expatriate Performance Management

15 Unread replies16 Replies

Please respond to the following:

When considering performance management practice for expatriate managers, what are the major factors that must be addressed? Do these differ for expatriate staff? How can you ensure that you are treating both groups equitably?

Be sure to respond to at least one of your classmates’ posts.

CLASSMATE POST-

Hello All,

Exapatriates are employees who work and live in a foreign country on an assignment. They are valuable to a company that operate internationally. Expatriates are face with many challenges such as adapting, stress, missing family and maintaining motivation. Some of the factors that should be addressed in expatriate management is cultural sensitivity, skills, language, motivation, family, benefits, and compensation. The language is very important because speaking the local language improves proficiency in communicating with the company’s business partners as well as its local team.                                    

Week 6 Discussion – Mentoring for International Assignees

6 Unread replies6 Replies

  • Please respond to the following:
  • What are the objectives of a good mentoring system for international assignees? What mentoring activities support these objectives? What are the characteristics of a good mentor?

Be sure to respond to at least one of your classmates’ posts. CLASSMATE POST-The main objective of a good mentoring system for international assignee’s is to be the most knowledgeable of all aspects of the location, including local customs and laws, to make the transition as smooth as possible.  It is usually a very stressful experience and they need all the help they can get.  A mentor must posses a strong understanding and have good communication skills to convey all the details to new assignee’s.   To support this transition, constant communication between all parties is a must.  Also, in many areas, security is also an important item to be on top of.  A good mentor must have good customer relation skills to communicate with not only assignee’s, but also local coordination.  Being a mentor for international assignee’s is a very difficult job but sounds like job one I would like to learn more about.                                        

WEEK 6 ASSIGNMENT OverviewIn an effort to evaluate and develop an effective expatriate performance management system in the previously selected multinational corporation, you will write an essay analyzing performance management processes in multinational corporations.Instructions
In 2-4 pages, your assignment must address the following:

Describe the five variables that should be addressed in an expatriate performance management system.

Analyze the elements within each of the five variables that should be considered in the performance management system.

Evaluate the challenges with conducting performance evaluations for expatriates that differ from a traditional performance management system.

Provide citations and references from a minimum of three sources found on the Strayer databases at the Basic Search: Strayer University Online Library.

This course requires the use of Strayer Writing Standards (SWS). The library is your home for SWS assistance, including citations and formatting. Please refer to the Library site for all support. Check with your professor for any additional instructions.The specific course learning outcome associated with this assignment is:

Analyze performance management processes used to assess performance throughout a multinational corporation.

Week 7 Discussion – Balancing Interests in Compensation
3 Unread replies3 RepliesPlease respond to the following:

Explain how balancing the interests of global and local, occupational and functional perspectives may play out in a compensation decision scenario.

Be sure to respond to at least one of your classmates’ posts.CLASSMATE POST-Balancing the interests of global and local perspectives in compensation decisions involves reconciling the overarching organizational objectives with the specific needs and expectations of employees across different regions and functions. Here’s how this may play out in a compensation decision scenario:

  • Global Perspective: From a global perspective, the organization aims to ensure consistency, fairness, and competitiveness in its compensation practices across all regions and functions. This may involve establishing standardized salary structures, performance-based incentives, and benefits packages that align with industry benchmarks and the organization’s overall compensation philosophy.
  • Local Perspective: However, from a local perspective, employees may have varying cost-of-living considerations, cultural expectations, and legal requirements that necessitate localized compensation approaches. For example, in high-cost regions, such as major metropolitan areas, employees may expect higher base salaries to offset living expenses. Moreover, cultural norms regarding bonuses, allowances, and non-monetary benefits may differ significantly across regions.
  • Occupational Perspective: Within the organization, different occupational groups may have distinct skill sets, market demands, and value contributions, warranting differential compensation practices. For instance, technical roles requiring specialized expertise may command premium pay rates compared to administrative or support functions. Balancing these interests involves designing compensation structures that recognize the unique value proposition of each occupational group while maintaining internal equity and alignment with business objectives.

Functional Perspective: Similarly, from a functional perspective, employees within specific functions or departments may have varying performance metrics, career progression paths, and retention considerations. Sales teams, for instance, may be incentivized based on revenue targets and market share, while R&D teams may be rewarded for innovation and product development. Balancing global and local interests entails tailoring compensation strategies to the unique dynamics and priorities of each functional area while fostering collaboration and synergy across the organization.

In summary, balancing the interests of global and local, occupational, and functional perspectives in compensation decisions requires a nuanced approach that considers both overarching organizational objectives and the diverse needs and expectations of employees. By adopting a flexible yet strategic approach to compensation design, organizations can effectively motivate, retain, and reward talent while driving sustainable business growth on a global scale.