This assignment is for a global HR course  a reply to the discussion post. I need someone that’s able to write in an academic voice and speaks and writes English daily. Also, someone that can follow the directions as given. If you think you take on this assignment and answer the questions message me. That will be the only way I will accept your bid.




The focus is on creating a deeper engagement and learning are encouraged to respond to peers. Continuing to engage with peers will provide you with opportunities to demonstrate your content expertise, critical thinking, and real-world experiences with the discussion topics.

Discussion for reply

With a business expansion to different regions of the globe, the need arises to send employees from the original country to other nations to work with the locals. The latter group, called Host Country Nationals (HCN), is usually the driving force that delivers the business’ success or sees it record losses since they are usually the majority. Most of the time, these managerial expatriates working abroad earn more than the HCNs. Companies with managerial expatriates working abroad should harmonize their payment approach to consider the host country conditions, or pay HCNs, similarly, to prevent workplace issues such as outright rebellion and a demotivated staff. 

Workers tend to rebel whenever they feel underpaid or unfairly compensated. The issue can escalate, especially when the best-paid colleagues are from a different nationality, creating the perception of neocolonialism. In Vietnam, a study conducted by Heizmann, Fee, and Gray (2018) found that expatriates earned hourly wages, whereas locals were paid daily or monthly. Comparatively, expatriates earned more in an hour than the locals earned in a day. The truth is, the payment approach favored the American managers and underpaid the locals for a similar job. Once HCNs learn of such payment discrepancies, they can rebel towards the managerial expatriates who the HCNs view as oppressive. HCNs who may not rebel can remain at work, but their motivation to excel lowers.

Demotivation amongst staff is another challenge that managerial expatriates may face. While normal company operations remain constant, the people involved may refrain from practicing creativity, innovation, and creativity diligently. In his 2021 article, Yoko Ohno explores the efficiency of knowledge transfer between expatriates and HCN. According to the article, demotivation was one of the hindrances to the HCNs excelling in the workplace while working for international firms. A disgruntled workforce will leave all the decisions to their managers, who may be unfamiliar with the local market, policies, and other dynamics, which interferes with achieving organizational goals.

The best process for a company to achieve a base salary is harmonizing payment based on country taxation, corporate level, living standards, and labor experience. These four aspects will ensure that local and imported workers have a level playing field since the incentives are dished based on capacity and working environment. A 2018 study comparing rent prices between Australia and Switzerland placed the latter with a higher standard of living (Ravazzini & Chesters, 2018). For instance, the European country expatriates who move abroad expect a salary cut while Australians expect a raise. However, employers should readjust both earnings in sync with the local economy upon returning home. 

Succeeding in a foreign country requires multinationals to make decisive moves, especially for their expatriate managers and the HCNs. The harmonization of payment can balance the earnings while at the same time securing the trust and confidence of the HCNs. To make it more appealing to the other expatriate group, companies should incentivize the expatriate route to workers working abroad with promotions upon returning home to compensate for the “inconvenience” resulting from salary adjustment. The strategy can work in two ways. First, it would likely be more suitable for those who move to less developed economies where the pay would automatically be lower. Secondly, it will attract employees to work as expatriates. Firms venturing abroad should ensure expatriates receive equal pay with the HCNs since their progress and profitability depend on the satisfaction of the HCNs.




Heizmann, H., Fee, A., & Gray, S. J. (2018). Intercultural knowledge sharing between expatriates and host-country nationals in Vietnam: A practice-based study of communicative relations and power dynamics. Journal of International Management24(1), 16-32.

Ohno, Y. (2021). A Knowledge Transfer Perspective on the Purposes for Expatriates’ Assignments to Multinational Corporations and the Outcomes. International Journal of Business26(4), 1-19.

Ravazzini, L., & Chesters, J. (2018). Inequality and wealth: comparing the gender wealth gap in Switzerland and Australia. Feminist Economics24(4), 83-107.

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