Don't copy answer from anywhere other wise I will give you downvote and 00 plagiarism-

Our agency had a similar dilemma: our international payment scheme appears to have gone out of reach. I am screamed for their fees by parent-country expatriates, third country nationals and inpatriates. Moreover, the headquarters shout at me because the premiums are excessive. To be frank, it does not seem like I will receive any answers from our specialist how to cope for salaries with such a global population, nor does anyone else have any suggestions. The expansion of the migrant workforce to include non-parent country jobs has led to better qualifications and lower incomes and has led to a new generation of salary problems. For eg, for a big multinational IT firm, the director of international HR has 40 highly paid US expats who work as field technicians and project managers. Ad managers in 14 independent countries. However, international national personnel from the Philippines, Japan and Bolivia operate with U.S. staff around the world at eight sites. Finally, it hires foreign nationals from Thailand and the Philippines with Americans in its workplaces. In all cases, the company's approach is to send these employees to short-term foreign jobs before returning them to their countries of origin. The following problem with unborn staff at headquarters is an example of the kind of input provided by expatriates. A Philippine Field Engineer serves for the organization and receives $35,000 in Manila. Another Thailand field engineer works in Bangkok and receives US$40,000. They have now been transferred to their headquarters, where they will work with American field engineers who are paying $80,000 for the same role. They not only work together, they are all living in the same area, shopping in the same supermarkets and eating in the same restaurants. The challenge of IHR is that it invests more money on expatriates from two different countries who move to its headquarters on cost-of-life change information, because their current standard of living is the same so it's the same as their local colleagues. They're upset that they haven't got what they expected. The pre-allowances are not their working arrangements in the nation's headquarters. Their grants should not reflect their behavior in their countries of origin. There are two jobs, one receiving $35,000 and the other gaining $40,000 (plus life-cost adjustment), working at the headquarters and staying with friends, obtaining $80,000. Any companies have tried to fix the issue by actually increasing national salaries to $80,000 for the foreign population, leading to a host country payout system for a householder. When it's time the international citizens go home to warn them that their salary is limited to the level of assignment of the headquarters, nothing is more miserable than their shouts. What you are looking for is a reimbursement system where, by wages or through benefits (such as lodging and local transportation), reimburses your foreign nationals in a simple, equitable and equal manner and will enable you to repatriate them with minimal trauma. Adapting and reviewing Crandall, L. P., and Phelps, M. I. (2014). In 1991, the expense of a global employee. Personnel Journal, February 28 and 30. Debate questions 1 What would you do if you were the IHR director? 2 What type of global compensation program would be useful to deal with such a situation?