A Comparative Research on International Executive Compensation

Abstract

An effective compensation programme for expatriates must provide adequate incentives to encourage the right persons to accept overseas assignments and to do their best in meeting the company's strategic goals. To attract, motivate and retain high‐quality expatriates, the company should make the compensation programme not only equitable and compatible to domestic rates, but also flexible and competitive at world market rates. Income varies among various countries which have different economic systems and development levels, distinct political and legal institutions, and particular traditions and cultural backgrounds. Outlines trends in international executives' compensation in Europe, Japan, China and Asia. In addition, covers variables including base salary, hardship or site allowances, premiums, cost‐of‐living adjustments, housing and utilities allowances, taxes, and individual benefits for expatriates.

Citation

Helms, M.M. and Crowder, M. (1994), "A Comparative Research on International Executive Compensation", Cross Cultural Management: An International Journal, Vol. 1 No. 2, pp. 22-28. https://doi.org/10.1108/eb010153