International workers want more cash, says new IPD guide

Journal of Management Development

ISSN: 0262-1711

Article publication date: 1 April 2000



(2000), "International workers want more cash, says new IPD guide", Journal of Management Development, Vol. 19 No. 3.



Emerald Group Publishing Limited

Copyright © 2000, MCB UP Limited

International workers want more cash, says new IPD guide

International workers want more cash, says new IPD guide

Organisations who want to keep the commitment of a new breed of international workers need to consider more than their pay packets, warns a new IPD guide. The traditional expat career is under pressure from a new breed of international workers who do not want long-term assignments and look to be rewarded in increasingly varied ways - such as share options or recognition of work/life balance - claims the IPD guide on international reward and recognition.

"The expat career has gradually died off to be replaced with employees who want more flexibility and variety in their careers and this has had an impact on how they want to be rewarded. Organisations on the other hand are looking to motivate international teams to make a successful project happen," according to authors, Stephen J. Perkins and Chris Hendry.

They argue:

Traditionally expats were often sent off with a pay packet boosted by special allowances and then managed remotely, if at all. Today, organisations need to realise that managing the performance of the new international workers takes more than just money. Financial packages are obviously still a factor, but increasingly companies need to link reward to how people perform in line with overall strategy. They should also offer alternative ways of motivating people through, for example, offering career management advice as an integral part of finishing their projects. However, many multinational companies still don't link the reward of international workers to performance across the company, don't set performance goals for them and don't communicate enough with them during or after their projects.

The authors continue:

It's a tricky balancing act between the individual, the company and the culture of the foreign country but a lot of companies still need to take a more strategic approach to rewarding their international workers. This holistic approach to managing international reward and recognition is particularly important as multinationals are increasingly relying on their top international managers to bring together all aspects of the business and its people for sustainable success in fiercely competitive international markets.

The IPD guide on international reward and recognition draws on case studies based on interviews with leadering organisations. Ten organisations were interviewed, ranging from manufacturers to banks, retailers to service providers, as well as individual experts in the field.

As the IPD's international manager Fran Wilson comments:

Today's business world is increasingly international and talented individuals who are prepared to travel for their careers are in great demand. The guide aims to help people management professionals to retain and motivate a successful international team by identifying the issues behind international reward and applying them in their organisations.

The guide is published by the IPD, costs £5.50 and is available from Plymbridge Distributors on 01752 202301, or through the IPD's Virtual Bookshop on

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