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Comment on the below student's posting Word count: 300 words. STUDENT POSTING FOR QUESTION WITH ANSWER: Is it important for MNEs to consider the compensation packages of other countries? Why? It is highly important for MNEs to consider the compensation packages of other countries in order to ensure their remuneration systems demonstrate a balance between ‘global standardisation and local customisation’ (Dowling et al. 2013, p. 217), in order to successfully compete in a global marketplace. A consideration for international compensation has the capacity to act as an instrument of global control as well as instrumenting intra-organisational changes, allowing organisations to retain talent and compete in a market characterised by the increased outsourcing of labour and the employment of international assignees (Graham & Trevor, 2000; Dowling et al, 2013). Nevertheless, a global approach to compensation does not exist without problems; organisations much consider elements such as the effects of currency fluctuations and inflation, national taxation laws and the possible implications of dual tax costs for international assignees when electing the right approach for compensating their employees (Dowling et al. 2013). Additionally, organisations must also consider a region’s political landscape, local customs and the societal and cultural norms in a given region (Graham & Trevor, 2000). Consideration for international compensation practices also denotes a level of cultural sensitivity and awareness. To consider the Socometal case for example, it was assumed by French and Italian employees that the new proposed compensation practices would not be effective as the organisation’s West African employees ‘work to live’ (Mutabazi, 2007, p. 247) and would not recognise the benefit in working longer or harder for more pay. However, this assumption turned out to be incorrect, with the workers maintaining their new production levels for their original pay level, in order to keep their word to their host country superiors (Mutabazi, 2007). Had there been greater consideration at all levels for cultural norms around compensation, the new practices could have been successful in increasing productivity and organisational performance. References Dowling, P, Festing, M and Engle A 2013, International Human Resource Management, 6th edn, Cengage Learning Australia Pty Limited, South Melbourne, Victoria Graham, M and Trevor, C 2000, ‘Managing new pay program introductions to enhance competitiveness’, Competitiveness Review, vol. 10, no. 1, pp. 136- 154 Mutabazi, E 2007, ‘Socometal: rewarding African workers’, in Mendenhall, M, Oddou, G and Gunter, K (eds), Readings and Cases in International Human Resource Management, Routledge, New York, pp. 246- 248



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