Developing human capital in Africa: carving a role for human resource professionals and practitioners

Mamman, Aminu; Kamoche, Ken; Zakaria, Hamza Bukari; Agbebi, Motolani

doi:10.1080/13678868.2018.1464290

Cited by 17 publications

(19 citation statements)

References 92 publications

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“…The research validates the cultureboundedness of HRM practices Wan et al (2002). This indicates that there is little separation between organisation and the communities in which they are established (Iguisi, 2014;Mamman et al, 2018). The corroboration of this can be seen through the opinions of the African HRM managers who accept that the organisation is an extension of the family.…”

Section: Discussion and Conclusion Discussionsupporting

confidence: 66%

“…It is well documented that African human resource management (HRM) is a generally underresearched practice (Ngongalah et al, 2018;Abdul-Kahar and Sulaiman, 2017;Kamoche et al, 2012). This makes the evaluation of African HRM practices very difficult owing to this deficiency of literature and to the sociocultural and political intricacies (Mamman et al, 2018;Iguisi, 2014). Across the African continent, HRM practices differ from one another but keep some general trends that centre on issues that run through the field of HRM (Kamoche et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

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Resisting global universalistic practices: the endurance of culture and particularism in African HRM

Hack‐Polay

Opute

Rahman

2020

JWAM

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PurposeThis article empirically assesses the extent to which factors rooted in the cultural and institutional framework in sub-Saharan African organisational contexts challenge and resist the penetration of global practices and how these dynamics impact on human resource management (HRM). This article examines whether universalistic perspectives are significant for African HRM. The article discusses the tensions between the contributions derived from local and historical factors and that of other environmental agents to African HRM practice.Design/methodology/approachThe study is based on a survey among 100 practising African HRM executives representing significant organisations in sub-Saharan Africa.FindingsThe main findings established that in spite of westernisation and globalising trends in learning and development in Africa, human resource practices are still profoundly embedded in the African cultural fabric. Significant elements of cultures in sub-Saharan Africa pervade organisational processes; such aspects include collectivism and paternalism, which persistently resist change. The article, however, concludes that the resisting parts of sub-Saharan African cultures which are viewed as counterproductive can have positive resonance if constructively deployed.Originality/valueThis article contributes to African HRM literature, a significantly under-researched field. The paper provides an opportunity for African HR managers to be more pragmatic in identifying the contextual issues and aspects of African culture that could be value-adding in a fast-changing managerial field. The findings demonstrate that human resource strategies and policies have specific cultural orientations and reflect the societal predispositions of a particular collectivity; this epitomizes the intertwining of cultural paradigms, political spheres and organisational life in sub-Saharan Africa.

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Section: Discussion and Conclusion Discussionsupporting

confidence: 66%

Section: Introductionmentioning

confidence: 99%

Resisting global universalistic practices: the endurance of culture and particularism in African HRM

Hack‐Polay

Opute

Rahman

2020

JWAM

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“…demographic and human capital factors) to be a category of career commitment determinants. For example, the human capital theory (Becker, 1983) indicates that humans vary regarding the investment they make in improving their competencies and capabilities (Mamman et al, 2018). And according to this theory, older, more educated workers and individuals with longer career tenure might have more accumulated job experience and knowledge.…”

Section: Antecedents: Five Categoriesmentioning

confidence: 99%

A Meta-Analysis of the Antecedents of Career Commitment

Zhu

Kim

Milne³

et al. 2020

Journal of Career Assessment

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Career commitment refers to one’s emotional attachment to one’s career rather than to one’s current working organization. While career commitment has been studied for decades as an important construct in applied psychology research, robust conclusions about its antecedents have not been drawn by empirical research. To address this issue, this research presents the results of a meta-analytic review of the antecedents of career commitment based on data from 156 individual studies (N = 58,651) conducted between 1980 and 2019. A total of 52 latent antecedents were captured and categorized into five different groups, and the strength, direction and heterogeneity of the relations between career commitment and its antecedents were meta-analytically investigated. Our findings revealed that while individual attributes (e.g. age) alone were weak predictors of career commitment, psychological (e.g. job satisfaction) and organizational factors (e.g. organizational career growth) exhibited medium effect sizes. In addition, among job-related factors, autonomy demonstrated a relatively strong influence on career commitment. The implications are elucidated for researchers and practitioners in the light of these key findings.

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“…This is largely due to a weak institutional framework for HCD and negligible investments in education and training. Several bodies have sought to fill the void created by institutional inadequacies (Nsouli 2000, Jackson 2012, Mamman et al 2018. For example, education and training interventions from international institutions such as the African development bank, World Bank, the United Nations have increasingly complemented the weak efforts of governments in building their human capital.…”

Section: The Role Of Mncs In Human Capital Formationmentioning

confidence: 99%

China in Africa’s telecom sector: opportunities for human capital development? A case of Huawei in Nigeria

Agbebi

2018

Human Resource Development International

Self Cite

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The inflow of Chinese investments into Africa's telecom sector presents opportunities for skill building and technology transfer, and African governments through their policy measures and actions can maximise these opportunities. This article examines how Chinese investments in Africa have contributed to human capital development and what role the government has played in leveraging these investments. Analysing data from a case study of Huawei in Nigeria, the study finds that Chinese enterprises operating in Africa are well placed to contribute significantly to skill building and technology transfer. However, their efforts need to be supported by government policies, which are important for human capital development. This paper contributes to the emergent literature on Chinese economic engagement in Africa and its implications for human capital development in Africa. Moreover, it provides an insight into the role of government policy in human capital development in Africa.

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Developing human capital in Africa: carving a role for human resource professionals and practitioners

Cited by 17 publications

References 92 publications

Resisting global universalistic practices: the endurance of culture and particularism in African HRM

Resisting global universalistic practices: the endurance of culture and particularism in African HRM

A Meta-Analysis of the Antecedents of Career Commitment

China in Africa’s telecom sector: opportunities for human capital development? A case of Huawei in Nigeria

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