INTRODUCTION we are going into this work, developing an international employment policy for business and we will bring together and compare two laws from two different countries. This work will include an Introduction, a Development and a conclusion. DEVELEOPPEMENT In this work we quoted two laws from different countries namely, the first one which is a law on minimum wage exercised in the DRC. Our company wishes to extend its activities in the USA and wishes to expatriate some of its employees for a fixed or indefinite duration. It is best to always know how things are perceived in a country where one wishes to settle in order not to commit offenses that could harm in the performance of the duties of an employee of the company that employs a local. Congolese law says this: Article 95: The interprofessionnel minimum wage of the first professional category is fixed according to the essential needs of a family of the worker including the father, the mother and the dependent children whose number is determined by the decree envisaged in article 96 below . The essential family needs and items taken into account in calculating this first category inter-occupational minimum wage are determined after Surveys conducted periodically in each province and city of Kinshasa in accordance with the procedures laid down by order of the Minister having the Labor and Social foresight in its attributions. Article 96: A decree of the President of the Republic, issued on the proposal of the Minister of Labor and Social Welfare in his / her attributions, after consultation with the National Labor Council, determines the methods for setting the guaranteed minimum inter-professional wage, family allowances and the equivalent value. housing.
The second law, The Fair Labor Standards Act Of 1938, this one of the US says this: § 206. Minimum wage (a) Employees in commerce; home workers in Puerto Rico and Virgin Islands; employees in American Samoa; seamen on American vessels; agricultural employees Each employer employs a person who is engaged in the business of manufacturing or is engaged in the business of producing or selling goods or services. (1) except as provided in this section, not less than (A) $ 5.85 an hour beginning on the 60th day after May 25, 2007; (B) $ 6.55 an hour, beginning 12 months after that 60th day; and (C) $ 7.25 an hour, beginning 24 months after that 60th day. Both laws speak of the minimum wage but we observe in a clear way that the law of the US gives the different amounts according to the hour passed by performing a specific task. Throughout its territory, the amount remains the same, any employer who employs a person must comply. What is more complicated in our country in the DRC, the law gives no hourly amount, this is a breach and gives the opportunity to employers to set a fixed price as it suits him or according to his appreciation, with the consequence, he there are prices according to who you employ, in the private sector as in the public sector, a expatriate or local. Therefore, for the same task that can be done for an amount of $ 10 can be paid $ 5 or even less. No fixed amount provided by law, so there is confusion as to its interpretation for everyone and for human resources too. International employment policy We propose this policy below with some steps for its implementation - Identify the opportunity, which area, which position - Identify the right people for the expatriate position, profile and skills. - Discuss with the concerned and their families to reassure themselves that the conditions, - Training, travel, climate, culture, integration are going well. Follow them in the daily life of their learning in terms of languages, integration and other important points.
The business becomes a learning organization, and the exchange of business knowledge and enhancement of new skills (Du Plessis & Frederick, 2008). A cell attached to the company's human resources can follow up on an ad hoc basis as every two weeks and feel the evolution of the family members. What may be considered minute details to some can have a considerable bearing on these employees and are likely to be different for each country (du Plessis, 2010). It is also important to provide advice to people who want to expatriate themselves to avoid rushing to sell their property like their homes or any other property that can be kept for an average time before being sure that expatriation happens as it should. For that it would be necessary that the families can already take the plane to go on the spot, that they spend there a few days there to feel the reality, to live the day-to-day life, to have an idea of the house that he would like to occupy, the type adapting the vehicle, the proximity to supermarkets, the needs of homes such as air conditioning or heating due to climate, traffic, consumer products, habits, crops, schools, activities, etc . of course all can not be swept away in such a short time, but with the support of external companies residing on the spot, they can learn to visit, interact, exchange and learn more about what they are waiting for : - The trip to the new place of employment The company will have to make available all the necessary means to support the families to settle well in their new houses. It is better to use people who are already there, who know the country, the city and who can assist for any other activity requiring the intervention of local skilled labor such as moving, assembly of furniture, fixing leaks, plumbing, etc ... - Monthly evaluation The human resources cell should continue to follow up even by mail or phone to hear about family integration on a permanent basis, for example monthly. - Organize returns in his home country It is also important to give families the opportunity twice to return to their home country during the year so that they do not feel completely abandoned since they have moved, it would be nice to bring them back to twice a year for the family to maintain a good balance
between two countries that may experience extreme temperatures. - Resignation of the employee or end of contract The company through the human resources will have to consider also the option of the end of the contract of the employee in state of expatriation.
There are challenges for multinational companies in which the HR manager performs the management of the company. It includes the premature return of expats, the failures of competing assignments, and the poor retention of those expats who return (Chew, 2004). The company with the same structure that welcomed the employee with his family for his installation will have to take in hand the same eventualities so that the family of the employee can return to their country of origin in the best conditions, the move, break the lease of the house, payment of consumption bills, insurance of vehicles, etc. CONCLUSION We have enunciated two laws from two countries, DRC and USA. This law speaks about the minimum wage which is very explicit and clear in the US law 206, we have an hourly amount depending on the work done throughout the country and which is not clear and precise for the law 95 & 96 in the DRC that does not give figures and often confusing, each person pays a service or an employee according to his appreciation instead of having a specific scale. We also give an international employment policy for companies who wish to expand their business in another country with possibility of expatriation, we have enumerated several steps to understand and avoid any lack of communication between the company and the family that goes into expatriation.
References
Chew, J. (2004). Managing MNC Expatriates through Crises: A Challenge for International Human Resource Management, Research and Practice in Human Resource management 12(2), 1-30
Du Plessis, A. J., Frederick, H. (2008). Education and Training as a Social Science: Some
empirical Evidence in the Rosebank Business Precinct of Auckland New Zealand. The
International Journal of Interdisciplinary Social Sciences, 3 (3): 203-212
du Plessis, A.J. (2010). International human resource management: An overview of its effects on managers in global organisations. Interdisciplinary Journal of Contemporary Research in Business, 2(4), 178-192.
https://www.encyclopedia.com/social-sciences-and-law/economics-business-and-labor/labor/fair-labor-standards-act
http://www.ilo.org/addisababa/countries-covered/dr-congo/facet/WCMS_323484/lang--fr/index.htm
The second law, The Fair Labor Standards Act Of 1938, this one of the US says this: § 206. Minimum wage (a) Employees in commerce; home workers in Puerto Rico and Virgin Islands; employees in American Samoa; seamen on American vessels; agricultural employees Each employer employs a person who is engaged in the business of manufacturing or is engaged in the business of producing or selling goods or services. (1) except as provided in this section, not less than (A) $ 5.85 an hour beginning on the 60th day after May 25, 2007; (B) $ 6.55 an hour, beginning 12 months after that 60th day; and (C) $ 7.25 an hour, beginning 24 months after that 60th day. Both laws speak of the minimum wage but we observe in a clear way that the law of the US gives the different amounts according to the hour passed by performing a specific task. Throughout its territory, the amount remains the same, any employer who employs a person must comply. What is more complicated in our country in the DRC, the law gives no hourly amount, this is a breach and gives the opportunity to employers to set a fixed price as it suits him or according to his appreciation, with the consequence, he there are prices according to who you employ, in the private sector as in the public sector, a expatriate or local. Therefore, for the same task that can be done for an amount of $ 10 can be paid $ 5 or even less. No fixed amount provided by law, so there is confusion as to its interpretation for everyone and for human resources too. International employment policy We propose this policy below with some steps for its implementation - Identify the opportunity, which area, which position - Identify the right people for the expatriate position, profile and skills. - Discuss with the concerned and their families to reassure themselves that the conditions, - Training, travel, climate, culture, integration are going well. Follow them in the daily life of their learning in terms of languages, integration and other important points.
The business becomes a learning organization, and the exchange of business knowledge and enhancement of new skills (Du Plessis & Frederick, 2008). A cell attached to the company's human resources can follow up on an ad hoc basis as every two weeks and feel the evolution of the family members. What may be considered minute details to some can have a considerable bearing on these employees and are likely to be different for each country (du Plessis, 2010). It is also important to provide advice to people who want to expatriate themselves to avoid rushing to sell their property like their homes or any other property that can be kept for an average time before being sure that expatriation happens as it should. For that it would be necessary that the families can already take the plane to go on the spot, that they spend there a few days there to feel the reality, to live the day-to-day life, to have an idea of the house that he would like to occupy, the type adapting the vehicle, the proximity to supermarkets, the needs of homes such as air conditioning or heating due to climate, traffic, consumer products, habits, crops, schools, activities, etc . of course all can not be swept away in such a short time, but with the support of external companies residing on the spot, they can learn to visit, interact, exchange and learn more about what they are waiting for : - The trip to the new place of employment The company will have to make available all the necessary means to support the families to settle well in their new houses. It is better to use people who are already there, who know the country, the city and who can assist for any other activity requiring the intervention of local skilled labor such as moving, assembly of furniture, fixing leaks, plumbing, etc ... - Monthly evaluation The human resources cell should continue to follow up even by mail or phone to hear about family integration on a permanent basis, for example monthly. - Organize returns in his home country It is also important to give families the opportunity twice to return to their home country during the year so that they do not feel completely abandoned since they have moved, it would be nice to bring them back to twice a year for the family to maintain a good balance
between two countries that may experience extreme temperatures. - Resignation of the employee or end of contract The company through the human resources will have to consider also the option of the end of the contract of the employee in state of expatriation.
There are challenges for multinational companies in which the HR manager performs the management of the company. It includes the premature return of expats, the failures of competing assignments, and the poor retention of those expats who return (Chew, 2004). The company with the same structure that welcomed the employee with his family for his installation will have to take in hand the same eventualities so that the family of the employee can return to their country of origin in the best conditions, the move, break the lease of the house, payment of consumption bills, insurance of vehicles, etc. CONCLUSION We have enunciated two laws from two countries, DRC and USA. This law speaks about the minimum wage which is very explicit and clear in the US law 206, we have an hourly amount depending on the work done throughout the country and which is not clear and precise for the law 95 & 96 in the DRC that does not give figures and often confusing, each person pays a service or an employee according to his appreciation instead of having a specific scale. We also give an international employment policy for companies who wish to expand their business in another country with possibility of expatriation, we have enumerated several steps to understand and avoid any lack of communication between the company and the family that goes into expatriation.
References
Chew, J. (2004). Managing MNC Expatriates through Crises: A Challenge for International Human Resource Management, Research and Practice in Human Resource management 12(2), 1-30
Du Plessis, A. J., Frederick, H. (2008). Education and Training as a Social Science: Some
empirical Evidence in the Rosebank Business Precinct of Auckland New Zealand. The
International Journal of Interdisciplinary Social Sciences, 3 (3): 203-212
du Plessis, A.J. (2010). International human resource management: An overview of its effects on managers in global organisations. Interdisciplinary Journal of Contemporary Research in Business, 2(4), 178-192.
https://www.encyclopedia.com/social-sciences-and-law/economics-business-and-labor/labor/fair-labor-standards-act
http://www.ilo.org/addisababa/countries-covered/dr-congo/facet/WCMS_323484/lang--fr/index.htm
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