Global reward management plays a fundamental role in supporting the attraction, motivation and retention of employees, and yet recent research has underscored limitations of the dominant balance sheet approach, including inequity between host country national and expatriate staff. To shed light on how reward in international contexts can be structured to address issues of fairness and equity, this study explores approaches to global reward in international non-governmental organizations (INGOs), an underexplored context where fairness may be particularly salient. Through an inductive study of 15 INGOs, we show how organizations are reconceptualizing global reward systems by questioning dominant assumptions of the expatriate workforce and the jobs they do, and broadening consideration of reward to include both monetary and non-monetary components. Doing so enables incremental shifts toward strategic alignment of global reward with underlying social values. Our findings provide important insights for organizations operating internationally about how global reward can be structured to address concerns of fairness, while still enabling organizations to meet their demands for particular skills.

全球奖励管理在支持吸引、激励和留住员工方面发挥着重要作用，但最近的研究强调了占主导地位的资产负债表方法的局限性，包括东道国本国员工和外籍员工之间的不平等。为了阐明如何构建国际环境中的奖励以解决公平和公平问题，本研究探讨了国际非政府组织 (INGO) 中的全球奖励方法，这是一种公平可能特别突出的未充分探索的环境。通过对 15 个国际非政府组织的归纳研究，我们展示了组织如何通过质疑外派劳动力及其工作的主导假设，并扩大对奖励的考虑以包括货币和非货币成分来重新定义全球奖励制度。这样做可以实现全球奖励与潜在社会价值的战略一致性的渐进式转变。我们的研究结果为在国际上运营的组织提供了重要的见解，即如何构建全球奖励以解决公平问题，同时仍然使组织能够满足他们对特定技能的需求。