Factors hindering the adoption of HIV/AIDS workplace policies: evidence from private sector companies in Malawi

Bakuwa, Rhoda; Mamman, Aminu

doi:10.1080/09585192.2012.671511

Cited by 13 publications

(7 citation statements)

References 53 publications

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“…In fact, recent research by Heizmann and Fox (2017: 14) provides evidence to indicate that some HR practitioners are so concerned with being seen to have adopted the role of business partner that they have: 'strongly distanced themselves from the 'soft' employee advocate position'. In a developing country context this issue of trade-offs is more likely to be at the detriment of employees, in part because the institutional arrangements to protect employees' interests are very weak and sometimes non-existent (Bakuwa and Mamman, 2012;Mamman, Kamoche, and Bakuwa, 2012). Although there has been a call for HR practitioners to take on a more holistic role, requiring the serious incorporation of employee perspectives (Renwick, 2003), there is little empirical evidence about whether this advice is being heeded in the developing countries of Africa.…”

Section: Employee Perspectives On Hr Rolesmentioning

confidence: 99%

“…Given that the concept of strategic HR management is yet to take a significant hold in African organisations (Kamoche et al, 2004;Pallangyo and Rees, 2010), it will not be surprising if HR practitioners are found not to be playing an employee advocate role for strategic and instrumental reasons. Conversely, it can be argued that, given that private sector organisations are more likely to face significant competition in both the product and labour market, they are more likely to adopt the strategic approach to HR management (Bakuwa and Mamman, 2012) and therefore that their HR practitioners would be more likely to play an employee advocate role for strategic and instrumental reasons.…”

Section: Employee Perspectives On Hr Rolesmentioning

confidence: 99%

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Employee advocacy in Africa: the role of HR practitioners in Malawi

Mamman

Rees

Bakuwa

et al. 2019

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Purpose In recognising the weakness of trade unions and the lack of an institutional framework designed to enforce employee rights in an African context, the purpose of this paper is to examine the extent to which human resource (HR) practitioners are perceived to play the role of employee advocate. Design/methodology/approach The quantitative data set is derived from a sample of 305 respondents (95 HR practitioners, 121 line managers and 89 employees) from Malawi. Findings Despite the challenges of the context, HR practitioners are perceived by key stakeholders (including line managers and employees) to be playing the role of employee advocate. Standard multiple regression results indicate that the main factor contributing to the perception that HR practitioners are playing this role is their contribution to “motivating employees”. Research limitations/implications The study was conducted in Malawi. Further research is necessary to explore the generalisability of the findings to other contexts. Originality/value The findings provide an empirical base for future studies which explore perceptions of the employee advocacy role undertaken by HR practitioners in Africa.

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Section: Employee Perspectives On Hr Rolesmentioning

confidence: 99%

Section: Employee Perspectives On Hr Rolesmentioning

confidence: 99%

Employee advocacy in Africa: the role of HR practitioners in Malawi

Mamman

Rees

Bakuwa

et al. 2019

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“…While these new legislative developments will not automatically eliminate the public stigmatization, for healthcare organizations it decisively means that employment security must be taken seriously. The positive side is that in high prevalence societies, adopting progressive HIV/AIDS policies can help enhance corporate reputation among stakeholders (ILO, 2008;Bakuwa and Mamman, 2012).…”

Section: Managing Safety and Reputation Vs Providing Employment Secumentioning

confidence: 99%

Managing Diversity in Nigeria: Competing Logics of Workplace Diversity

Adeleye¹,

Fawehinmi²,

Adisa³

et al. 2019

Advanced Series in Management

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The literature on equality, diversity and inclusion in organizational and societal contexts has grown in leaps and bounds over the last two decades or so. Our understanding of these phenomena in a global context is however limited, as attention has mostly been paid to the United States and other Western countries. This chapter aims to address this gap by exploring workplace diversity in Nigeria, an under-researched context, characterized by high diversity and low inclusion. Our goal is to understand the factors that shape diversity management operating in such a challenging context, and to analyze the problems and prospects of building a highly diverse and inclusive environment. Design/Methodology/Approach: Using a case study approach, the chapter analyzes four dimensions of equality and diversity (ethnic, religious, age and HIV/AIDS) across four organizations. Findings: This exploratory study highlights the challenges of building a diverse and inclusive workplace in a weak institutional environment. We identify competing logics of managing diversity in Nigeria: institutionalizing ethnic representation vs. building a meritocracy (ethnic); maintaining religious neutrality vs. promoting religious freedom (religion); keeping the elder tradition vs. harnessing the power of youth (age); and managing safety and reputation vs. providing employment security (HIV/AIDS). Originality/Value: This study sheds light on the importance of underlying thoughts on the effectiveness of diversity policies, and argues that managers and organizations need to know how to balance competing logics and manage paradox effectively. It accentuates the importance of the national institutional environment in shaping diversity practices, and provides insights for practitioners and policymakers.

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“…The emphasis on trying to provide a business case also belies the fact that the corporate response is influenced by a range of other internal and external factors, and is not necessarily the dominant factor when accounting for firms’ decisions, often an ex‐post justification for a specific course of action (Dickinson & Stevens, ). The incorporation of workplace programmes into CSR strategies and the requirements of specific industries to cultivate an image as responsible social actors, internal champions who may have a personal stake in the issue of HIV and thus promote HIV as an important issue for firm engagement, the degree to which HIV is viewed as a priority, and the strength of external legislative regimes, also influence how firms respond (Bakuwa & Mamman, ; Dickinson & Innes, ; Dickinson & Stevens, ; Harinarain & Haupt, ). These all need to be accounted for in future research that must be rooted in theoretical approaches better able to engage with this multiple range of issues, and to move beyond simplistic and narrow cost‐benefit analyses.…”

Section: Towards a Future Research Agendamentioning

confidence: 99%

Employers’ responses to the HIV epidemic in sub‐Saharan Africa: Revisiting the evidence

Deane

Stevano

Johnston

2018

Development Policy Review

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Do employers have a role to play to support people living with HIV? The literature on sub‐Saharan Africa points to the existence of a positive business case that sees firms as incentivized to provide HIV‐related services to HIV positive workers However, the evidence is narrow and incomplete, with the business case holding for a limited number of formal sector skilled workers, leaving out most people living with HIV. If employers are to play a role, policy‐makers need to create conducive conditions for positive responses, in addition to—not in replacement of—strengthening public healthcare systems.

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Factors hindering the adoption of HIV/AIDS workplace policies: evidence from private sector companies in Malawi

Cited by 13 publications

References 53 publications

Employee advocacy in Africa: the role of HR practitioners in Malawi

Employee advocacy in Africa: the role of HR practitioners in Malawi

Managing Diversity in Nigeria: Competing Logics of Workplace Diversity

Employers’ responses to the HIV epidemic in sub‐Saharan Africa: Revisiting the evidence

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