South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Ghana

Kweku Adams, Richard B. Nyuur, Florence Y.A. Ellis, Yaw A. Debrah

Research output: Contribution to journalArticle

17 Citations (Scopus)

Abstract

Despite the extensive literature on the human resource management (HRM) systems and practices of multinational companies (MNCs) from developed countries, there are serious gaps in our understanding of emerging countries multinationals HRM practices and systems at both home and host countries. This study empirically examines the similarities and differences of South African (SA) MNCs’ HRM systems and practices at both the headquarters in SA and at the subsidiaries operating in Ghana. The study reveals that with the exception of compensation and industrial relation practices which are localised, EMNCs HR systems and practices are mainly transferred to subsidiaries with minimal adaptation to contextual realities. Further research and practical implications are discussed.

Original languageEnglish
Pages (from-to)180-193
Number of pages14
JournalJournal of International Management
Volume23
Issue number2
Early online date29 Jul 2016
DOIs
Publication statusPublished - 1 Jun 2017
Externally publishedYes

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