The final pay-off: severance practice in the UK, US and Canada
Article Abstract:
A survey of the severance practices of UK, US and Canadian companies was conducted. Results indicate that 82% of UK companies, 42% of Canadians and 61% of US firms have formal severance policies with the trend showing an upward direction. However, it was found out that 25% of both UK and US respondents and 40% in Canada admitted that such policies are not disclosed to employees, thereby, allowing flexibility in determining how much severance pay a worker will receive. Such secrecy usually promotes litigation from aggrieved employees. To avoid complaints, UK companies are choosing lump-sum pay-offs which are favorably accepted by employees. On the other hand, US and Canadian companies prefer distribution of severance packages on installment basis. Most-frequently provided benefits include outplacement, financial and retirement planning, life assurance and medical benefits.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1992
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Why companies prefer to use expatriates
Article Abstract:
A study of international staffing policies at 45 British and Irish multinationals shows that the majority of these companies have increased their deployment of expatriate managers to run foreign operations. Reasons for this trend included the weak pool of management expertise in less developed countries, the need to establish strong links between foreign operations and headquarters, and the necessity of maintaining trusted managers following international acquisitions. A key finding of the study was that 90% of the multinationals expressed satisfaction with the performance of their expatriate managers. Those companies which experienced failures pointed to family-related problems and cultural adjustment problems as the most frequent cause of poor expatriate performance.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1991
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