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

Kweku Adams, Richard Nyuur, Florence Ellis, Yaw Debrah

Research output: Contribution to journalArticlepeer-review

22 Citations (Scopus)
20 Downloads (Pure)

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
JournalJournal of International Management
Volume23
Issue number2
Early online date29 Jul 2016
DOIs
Publication statusE-pub ahead of print - 29 Jul 2016

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