Part – International Meanings attached The complex nature of international employee recognition and reward Strategic issues The design and maintenance of an organisation's employee reward system represents ‘a critical. The claim begs the question. DEFINING 'EMPLOYEE REWARD' Located in a transnational include: relations between the strategic aims set by corporate management for the multinational an appraisal of the relationship between corporate policies and practices for determining rewards dependent on the job, the person, and the performance of employees across a variety of locations, segmented by geography or occupational category or other material factor an account of the 'human capital' perspective – the implied or express needs and priorities of individuals and groups engaged to work for the organisation. Continuities and differences So, what is the same and what is different about international reward and recognition strategy. #### Meaningsattached The complex nature of international employee recognition andreward Strategicissues The design and maintenance of an organisation's employee reward system represents ‘acritical. The claim begs thequestion.

Located in a transnationalinclude: relations between the strategic aims set by corporate management for themultinational an appraisal of the relationship between corporate policies and practices for determining rewards dependent on the job, the person, and the performance of employees across a variety of locations, segmented by geography or occupational category or other materialfactor an account of the 'human capital' perspective – the implied or express needs and priorities of individuals and groups engaged to work for theorganisation. So, what is the same and what is different about international reward and recognitionstrategy.

#### Meaningsattached The complex nature of international employee recognition andreward Strategicissues The design and maintenance of an organisation's employee reward system represents ‘acritical. The claim begs thequestion.

Located in a transnationalinclude: relations between the strategic aims set by corporate management for themultinational an appraisal of the relationship between corporate policies and practices for determining rewards dependent on the job, the person, and the performance of employees across a variety of locations, segmented by geography or occupational category or other materialfactor an account of the 'human capital' perspective – the implied or express needs and priorities of individuals and groups engaged to work for theorganisation. So, what is the same and what is different about international reward and recognitionstrategy.