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Mẫu thỏa thuận phân chia tài sản

Tham khảo tài liệu mẫu thỏa thuận phân chia tài sản , biểu mẫu - văn bản, biểu mẫu phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | Maximizing Success and Retention of International Assignees 355 Expatriate compensation is clearly a very sensitive issue for HCNs Bonache et al. 2009 . Therefore particular attention needs to be paid to how the potentially harmful effects of pay differentials can be avoided or mitigated. The issue of pay differentials can be addressed in two ways avoiding or reducing them or where that is not feasible to make them as acceptable as possible Bonache et al. 2009 . In order to avoid or minimize large pay differentials companies might give preference to candidates who are intrinsically motivated to accept an international assignment Bonache et al. 2009 . This approach however risks dissatisfaction on the part of the expatriate due to perceived inequity if he or she meets other expatriates when on assignment who had to be bribed to go. Meeting and interacting with other expatriates and comparing company compensation practices is inevitable unless the assignee is the only expatriate in a particular location. Another option might be to make international assignments a valued career development intervention Bonache et al. 2009 . This however can only work as an incentive if the company has a proven track record of recognizing international experience in their promotion policy Hippler 2009 . If a company can make a credible claim that foreign experience is career enhancing rewards in terms of pay increases might be reduced. This would be all the more desirable as it would reduce one of the most galling forms of pay discrepancy for the HCNs. An expatriate on a developmental assignment is there to learn from local staff. Not only do the expatriates have no superior expertise or skills they are abroad to benefit from the skills and experience of the local employees. If this imbalance in knowledge and skills coincides with an inverse imbalance in pay it will be perceived as particularly indefensible by local employees Toh DeNisi 2005 . Where large pay differentials are .