International HRM- Compensation Plans and Performance Appraisals

1 Why did Bosch state the cost-of-living allowance amount as a CEHB-based sum and a separate cost-of-living supplement in the first and the second years of the assignment in the balance sheet for Korea?
2 Which expatriate compensation elements at Bosch Group were already based on cost reduction considerations listed in the case study? Please suggest ways in which these could be improved further.
3 What further cost-reduction measures could be implemented?
4 Do you believe it was possible to design a Bosch Group international assignment policy covering both expatriate and inpatriate employees at all international locations?
5 One of the measures used to reduce the costs of expatriation was to outsource elements of the administration function to external service providers. Please discuss the advantages and disadvantages of such a policy.
6 Do you believe that alternative assignments can substitute for traditional expatriate assignments in the long run? Please discuss the major opportunities and barriers.
7 What are the major barriers to the localization of expatriate managers?
8 Many international companies do not provide any additional foreign assignment allowances (e.g. relocation or hardship allowance). Do you think it would have been feasible to implement this system at Bosch? What would be the related advantages and disadvantages?

Source: Dowling, P. J., Festing, M., & Engle, Sr., A.D. (2013). International human resource management (6th ed.). Cengage Learning. ISBN 978-1-4080-3209-1
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