Rewarding employees is one of the most significant yet most challenging tasks of human resource management (hereafter HRM) functions. Reward management triggers a number of controversies not only in terms of the assumptions but also the drivers of human incentive and work performance. One of the critical debates is related to standardization of rewards and work conditions in multi-national companies. Despite several agreements, Du Plessis and Beaver (2008) asserted that the pay and work conditions of employees should not be standardized.
To logically discuss this argument, this paper is divided into four goals. Initially, the important roles of rewarding people will be introduced and explained. Equally significant, the paper examines the reward and compensation approach and practices. Thirdly, the differences between company and country in term of regulations, employees’ rights and protections as well as the difference of cultural values are carefully considered. Lastly, the paper comes to the conclusions and recommendations.
Table of Contents
I. Introduction
II. Roles of pay and reward
III. Reward approaches and practices
1. Reward approaches
Home-based approach
Host-based approach
Region-based approach
2. Reward practice
IV. Role and implications of different countries and cultures in development of reward practices
1. Employment regulations, worker rights and protection
1.1. Roles of employment regulations, worker rights and protection
1.2. Implications of different countries in employment regulations, worker rights and protections.
2. Different in culture values in development of reward and compensation practice
V. Conclusion and Recommendations
LIST OF REFERENCE
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Téléchargez vos propres textes! Gagnez de l'argent et un iPhone X.