Expatriate Compensation in Historical Perspective

Reynolds, Calvin
June 1997
Journal of World Business;Summer97, Vol. 32 Issue 2, p118
Academic Journal
In 1970, over 80% of the time of international personnel professionals in United States-based multinationals was spent on the management of expatriate assignments. Over 70% was devoted to expatriate compensation (National Foreign Trade Council, 1970). In 1992, the proportion of time devoted to expatriate compensation and benefits by headquarters international human resources staffs was still a striking 54% (Reynolds, 1992). Today, HR involvement in expatriate compensation remains very high, but ten percent of U.S.-based companies have outsourced the function and another nine percent are considering doing so (Windham International/National Foreign Trade Council, 1996). This article will discuss briefly why expatriate compensation has been such an all consuming subject for international human resources professionals, trace the development of the most common compensation methodologies, assess the current state of the field, and suggest some strategies for the future.


Related Articles

  • CHANGING TRENDS IN INTERNATIONAL HUMAN RESOURCES MANAGEMENT: MANAGING APPROACHES FOR EFFECTIVE GLOBAL OPERATIONS. Jordan, Tiffany; Lawrence, Claudette // Journal of Knowledge & Human Resource Management;Summer2012, Vol. 4 Issue 8, p34 

    We have gone from personnel management to Strategic Human Resource Management, which is no longer about pushing papers to staff and benefits. Globalization has changed the way in which we conduct and operate business. Developing human resources management structures is no longer a technical...

  • Are You Future Agile? Eichinger, Bob // Human Resource Planning;1995, Vol. 18 Issue 4, p30 

    In 1994, The Human Resource Planning Society Board, in response to requests from its members to help them anticipate the needs of the future, created a committee charged with scanning the future of HR called the State-of-the-Art (SOTA) Council. Under the direction of Michael Takla, the President...

  • World-class execs. Caudron, Shari // Industry Week/IW;12/01/97, Vol. 246 Issue 22, p60 

    Provides information on hiring human resources (HR) professional for international assignments. Suggestions on how to find the right HR person; How to determine the skills and competencies needed for international HR professionals; How to asses and develop people for global human-resources work.

  • Hudson Report.  // Human Resources Magazine;Aug2005, Vol. 10 Issue 3, p28 

    Provides information on a report on the hiring expectations of New Zealand employers produced by Hudson (Global Resources & Human Capital Solutions). Basis of the report; Availability of the report.

  • 2009: China's Human Resources Odyssey. McComb, Rebecca // China Business Review;Sep/Oct99, Vol. 26 Issue 5, p30 

    Deals with the status of human resources with the entry of multinational companies in China. Tasks designated to human resources staff and concerns they tend to set aside; Gap between staffing requirements and supply of qualified personnel; Localization policy in hiring. INSET: Finding the...

  • Hire the local, not the expat. VanderMey, Anne // Fortune.com;10/17/2013, p1 

    The article discusses remarks on employee selection by international business enterprises by women executives including Ellen Kullman, Melanie Heaney and Barbara Kux made at the publication's Most Powerful Women Summit congress.

  • Staffing the world. Rykken, Rolf // Export Today;Oct98, Vol. 14 Issue 10, p32 

    Focuses on issues that companies should consider when hiring employees for foreign operations. Characteristics that a company should look for when hiring employees for overseas operations; Importance of interviewing the candidates in depth; Trends affecting the profile of employees working...

  • Who's Making the Decisions and Business Context Is Critical. Gebelein, Susan // People & Strategy;2012, Vol. 35 Issue 2, p9 

    The article focuses on factors crucial to making good people decisions within organizations. According to the author, three factors are important in selecting the right people for the job and these are the business context, the leadership group and the process of selection. She states that...

  • Human Resource Development: Vital Element in Corporate Renewal. Turner Reed, Preston // Directors & Boards;Summer76, Vol. 1 Issue 2, p20 

    The article presents questions and answers related to human resource development (HRD) including the effects of an HRD program be measured, the elements of a typical comprehensive HRD program and the importance of HRD in international enterprise as compared to domestic.


Read the Article


Sign out of this library

Other Topics