PurposeThis paper aims to explore the dynamics of workplace relationships between expatriates and host country nationals (HCNs) in international development organisations (IDOs) through the lens of the social comparison theory. These relationships are likely influenced by the way human resource management (HRM) practices are implemented among individuals from both groups.Design/methodology/approachThe auhtors used an inductive approach and analysed qualitative data from ten expatriates and twenty HCNs employed by five IDOs in Nigeria, a risk-prone context.FindingsThe findings demonstrate that both expatriates and HCNs perceive that the HRM practices implemented by IDOs are more favourable to expatriates. This leads to further social comparisons between members of both groups, affecting their workplace interactions.Practical implicationsThe way expatriates and HCNs perceive and act towards these differential practices matters for the operations of IDOs. As such, the authors recommend that IDO management may consider acknowledging diversity in their workforce, enact inclusive practices and make deliberate investments on learning opportunities and maximise the continued investments in expatriate use.Originality/valueThis study contributes to expatriation literature by clarifying the extent to which the enactment of differential HRM practices in a risk-prone context can exacerbate upward social comparisons and significantly influence working relationships. The authors explore this outside the context of multinational enterprises, focusing on IDOs that play a valuable role in local societies.

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