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

Abstract

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.

An exploration of contextual factors affecting the nexus of competitive strategy and human resource management practices in Nigeria emerging economy context

“…Thus, the first major contribution of this study is the provision of empirical evidence regarding the context-specific factors that affect SHRM practices and their importance to emerging economies. The findings are pertinent given the uncertainty regarding the applicability of western HRMP models in African contexts (Ayentimi et al, 2018;Azungah et al, 2018;Hack-Polay et al, 2020). Thus, we contribute to the SHRM literature by identifying the processes and approach of how contextual factors influence the rationale and the choice of CS and HRMPs to develop contextual SHRM in an emerging economy.…”

“…Much has been written about the HRMPs adopted in the Nigeria context, which acknowledges that similar concepts are used to refer to the practices in Nigeria as those of the western world (Fajana et al, 2011). However, there is clear understanding among researchers (Azolukwam & Perkins, 2009;Hack-Polay et al, 2020) that although the concepts are similar, the manner of application and the nature of practice are moderated by the specific contexts of place and time. Fajana et al (2011, p. 39) underscored that due to the colonial and post-colonial influence on people-management practices in Nigeria, there is evidence of a blend of 'transplanted and indigenous' approaches to managing people in organisations.…”

Editorial

“…Dieu Hack-Polay, John Opute and Mahfuzur Rahman echo some of these same issues in the next article, "Resisting Global Universalistic Practices: the Endurance of Culture and Particularism in African HRM" (Hack-Polay et al, 2020). Here, the research team investigate "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".…”