Human resource management in Africa

Ellis, Florence; Nyuur, Richard B.; Debrah, Yaw A.

doi:10.4337/9781781955017.00028

Cited by 5 publications

(2 citation statements)

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“…Indian EMNCs in Africa have positively focussed on the development of host country employee skills and senior potential talent. The competition for scarce talent in African markets, especially in the same sectors, can be intense (Ellis et al, 2016). The theme of talent management not only has to do with attraction, development and promotion but also with the retention of skilled and educated employees, and the human capital, knowledge, learning and skills a company may have invested in to ensure its competitiveness.…”

Section: Conclusion and Challengesmentioning

confidence: 99%

The Role, Nature and Contribution of Indian Emerging Market Multinational Companies in African Countries

Horwitz,

Ronnie,

Kamoche

2023

South Asian Journal of Human Resources Management

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This article examines factors pertaining to the development of Indian emerging market multinational companies (EMNCs) in African countries. India is a member of the BRICS grouping of developing countries, the others being Brazil, China, Russia and South Africa. Therefore, understanding its role, scale and dynamics of internationalising in the African context is particularly important. The following key areas are examined: the historical and socio-economic context, internationalisation strategies of Indian MNCs in African countries, home and host country factors, labour markets in host countries and human resource management (HRM) approaches of selected Indian EMNCs in particular African countries. Most work on international business and international HRM in Africa focuses on the Sino-Africa nexus. Both China and India are members of the BRICS grouping but have followed different trajectories in internationalising in the African context. This analysis helps fill a gap by evaluating the Afro-Indian relationship in business, particularly EMNCs from India. The analysis finds the following abiding themes in the historical connections and relationships of Indian EMNCs: the role of family-owned businesses, human resource development and long-term host country commitment.

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Section: Conclusion and Challengesmentioning

confidence: 99%

The Role, Nature and Contribution of Indian Emerging Market Multinational Companies in African Countries

Horwitz,

Ronnie,

Kamoche

2023

South Asian Journal of Human Resources Management

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“…Though it is highly recognised that some human resource management theories and practices emanating from the West apply to an African context, some are contingent upon the specific context in which they are adopted (Ellis et al, 2015;Horwitz, 2015;Osabutey et al, 2015), and, in some cases, may also produce different results primarily due to contextual differences. Research to date has highlighted the relevance of context in examining HRM practices, particularly in Africa, where a diverse culture is represented, indicating management practices in the broadest sense require a cross-cultural perspective (Jackson, 2004).…”

Section: Performance Management Issuesmentioning

confidence: 99%

Performance management in Africa: an agenda for research

Tenakwah

Otchere-Ankrah

Watson

2023

MRR

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Purpose Performance management (PM) remains one of the fundamental human resource practices in organisations today and is a dominant strategy adopted in managing employees. This paper aims to analyse extant research on PM conducted globally to inform research and practices in an African context. Design/methodology/approach A systematic review of 43 articles published in 22 journals ranked by the Australian Business Deans Council and Chartered Association of Business Schools was undertaken. The papers selected were limited to the past two decades (2001–2021) to focus primarily on contemporary practices. Findings The findings of this review indicate that PM continues to gain attention from African scholars and practitioners, though not as prominently as indicated within the broader global context. The review also exposed significant gaps in current research, including PM issues, theoretical or conceptual development and methodological approaches, which, if addressed, could inform future practices and research foci. Research limitations/implications The primary limitations of this study are a focus on the most recent two decades of research into PM and the intention to direct learnings from this review of scholarly insight towards a focus solely on an African context. Thus, as interpretations of insights are based upon the perspective of how these can inform PM practices in Africa, a direct extrapolation of the findings to other contexts may not be appropriate. Practical implications This review of research conducted into PM globally in the past two decades has identified limited contributions from within the African context. This lack of contextual understanding may well be affecting the adoption and creation of globally recognised PM practices in Africa. As such, there is an opportunity to understand better the complexities associated with PM by embracing theories and formulating, testing and refining existing models to consider performance issues at more profound levels of analysis within an African context. Originality/value This study presents insights into global trends in PM research and practices not previously explored, highlighting a need for more contextualised research to progress Africa beyond current theoretical, conceptual and methodological limitations.

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Human Resource Management in the African Context

Horwitz

Ronnie

2021

The Oxford Handbook of Contextual Approaches to Human Resource Management

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This chapter provides a critical overview of the evolving human resource management (HRM) research context, labor market developments, insights regarding cross-cultural diversity, human resource practices, issues pertaining to the efficacy of adoption of Western and East Asian international HRM, and employment relations in African countries. Given the influence of multinational corporations on the diffusion and development of HRM in African countries, issues pertaining to their influence are critically evaluated. Even with the increasing focus on the Chinese–African HRM nexus, studies on African management or HRM are often country specific, occasionally comparative, and variously suggest that HRM practices follow the convergence perspective, “cross-convergence” perspective, or divergence perspectives. There are still unexplored issues relating to African management or HRM, and new findings could reshape the research agenda, HRM policy, and practice. Though often country or regionally focused, there is evidence of increasing research on HRM issues and mergers and acquisitions, impacts of privatization on HRM, knowledge appropriation, emerging market multinational corporation HRM policy and practice, diversity and cross-cultural management, HIV/AIDS policy implementation issues, sustainable development and corporate social responsibility, and impacts of the institutional and regulatory environment on HRM and employment relations.

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Human resource management in Africa

Cited by 5 publications

References 0 publications

The Role, Nature and Contribution of Indian Emerging Market Multinational Companies in African Countries

The Role, Nature and Contribution of Indian Emerging Market Multinational Companies in African Countries

Performance management in Africa: an agenda for research

Human Resource Management in the African Context

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