Human resource management in emerging markets: an introduction

Horwitz, Frank M.; Budhwar, Pawan

doi:10.4337/9781781955017.00007

Cited by 12 publications

(13 citation statements)

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“…The analysis shows no significant difference between their employment of a skilled workforce. In this respect, the inability to employ skilled workers is a feature of the external labour market and it is important to consider the socio-economic context of African countries, more specifically the problems of unemployment, illiteracy, and the shortage of professional skills exacerbated through economic and political instability (Horwitz and Mellahi 2009;Ibeh, Wilson and Chizema 2012;Shambare and Rugimbana 2012). While there are no differences between Indian and European MNEs in this regard, there is a need to consider how these two types adapt their HRM strategies to cope with these difficulties in recruiting skilled labour and the extent to which they are prepared to develop these skills internally.…”

Section: Discussionmentioning

confidence: 99%

“…While such systems might be costly to introduce, they can produce a faster return on investment, minimise future costs through a reduction of labour turnover (Huselid 1995) and foster learning curve effects and the internalisation of organisational goals. This is a particularly useful strategy given the shortage of specialist and professional skills within sub-Saharan Africa (Horwitz and Mellahi 2009).…”

Section: Discussionmentioning

confidence: 99%

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A comparison of international HRM practices by Indian and European MNEs: evidence from Africa

Gomes

Sahadev

Glaister

et al. 2014

The International Journal of Human Resource Management

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By comparing the HRM practices in Indian and European MNE subsidiaries located in four of the Southern African Development Community countries, this paper tests the relevance of the country of origin effect and analyses the strength of institutional and firm level influences. Examining data from 865 MNE subsidiaries obtained from the World Bank enterprise survey data, the paper finds that Indian MNEs have higher labour costs in relation to total sales than their European counterparts, that Indian MNEs make more use of temporary labour than their European counterparts, that Indian MNEs invest in less training than their European counterparts. No support is found for the hypothesis that Indian MNEs have a lower ratio of skilled workers in comparison to European-owned subsidiaries. The study shows that country of origin effects are weakened if they are not consistent with host country ideology and that as economies evolve so too do their expectations of HR policy and practices.3

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

A comparison of international HRM practices by Indian and European MNEs: evidence from Africa

Gomes

Sahadev

Glaister

et al. 2014

The International Journal of Human Resource Management

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“…This is because whilst globalization has facilitated the transfer of HRM practices from Anglo-Saxon developed countries to emerging countries (Anakwe, 2002), there are complexities and challenges associated with HRM in different contexts (Horwitz and Budhwar, 2015). Consequently, there is renewed interest in the understanding of HRM in emerging economies (Horwitz and Budhwar, 2015). This interest is spurred by the fact that many emerging countries have liberalised their economies and opened their markets to foreign investors.…”

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confidence: 99%

Institutional context and human resource management in Nigeria

Ikyanyon

Johnson

Dawson

2020

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Purpose The purpose of this paper is to explore how the institutional context influences human resource management (HRM) policies in the public and private sector in Nigeria. Design/methodology/approach The convergent parallel mixed methods approach was adopted for this study. Survey data were collected from 122 HR managers across public and private sector organizations in Nigeria as well as 13 qualitative interviews. ANCOVA was used to analyse quantitative data while thematic analysis was used to analyse qualitative data in order to understand the influence of institutions on HRM in the public and private sector in Nigeria. Findings Findings indicate that while coercive, mimetic and normative institutional mechanisms influenced HRM in both the public and private sector, the influence of coercive mechanisms was significantly higher in the public sector, largely due to the poor enforcement of labour legislation and attempts by private sector organizations to adopt neo-liberal approaches to HRM. Originality/value The study provides an understanding of the institutional context of HRM in Nigeria by highlighting how varying degrees of pressures from the environment create internal diversity in HRM approaches in the public and private sector.

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“…Initially, the main focus was on the advanced societies, but by the early 2000s, there was a growing interest in emerging markets. HRM in Africa remains relatively under-researched (Ellis, Nyuur, & Debrah, 2015;Kamoche, Debrah, Horwitz, & Muuka, 2004;Wood & Brewster, 2007; see also Horwitz & Budhwar, 2015). There is a very little research on HRM in Mozambique (Dibben, 2010;Dibben & Nadin, 2011;Sartorius, Merino, & Carmichael, 2012), and more generally, there remains a paucity of empirical comparative analysis and longitudinal studies of past and contemporary HRM and employment relations between former colonial regimes and their independent state offspring.…”

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confidence: 99%