Parkes (2008) Argues that organizations need to understand the they value to rewards/incentives needs of individuals and the prevent the breach of their psychological contract. She advocates leadership policies which require all supervisors and managers not only to manage employee but also to know them as people. The only condition to know what appropriate monetary and non- monetary rewards to use and how to provide them in a fair way. Klaus (1995) describes how to establish an effective expatriate program. He reviews the best practices to ensure successful American international assignment, such as development of an expatriate compensation policy, employee selection, immigration, tax-effective orientation and training, relocation, compensation, assessment and repatriation, and program administration. The results of the study by De Vos and Meganck (2007) highlight that there is a discrepancy between HR specialists and employees views regarding financial rewards. The former develops retention policies relating financial rewards while employees attach most importance to inducements related to the social atmosphere, career development and job content.
compensation Adopting a total reward perspective of expatriate package means considering their perceptions related to the content of their work as it "embraces everything that employees value in relationship" (ONeal 1998: 6. Indeed adopting a the employment total reward approach implies that "each aspect of reward, namely base pay, contingent pay, employee benefits and non-financial rewards, which include intrinsic rewards from the work itself are linked together and treated as an integrated and coherent whole Armstrong & Stephens 2005: 13)