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South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Nigeria / SUWAIBA BAKO

Swansea University Author: SUWAIBA BAKO

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DOI (Published version): 10.23889/SUthesis.59049

Abstract

Despite the extensive literature on multinational companies’ (MNCs) human resource management (HRM) systems and practices from developed countries, there are gaps in the literature concerning emerging countries multinational companies’ (EMNCs) HRM practices and systems at home and host countries. Th...

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Published: Swansea 2021
Institution: Swansea University
Degree level: Doctoral
Degree name: Ph.D
Supervisor: Yaw, Debrah ; Nicholas, Rich
URI: https://cronfa.swan.ac.uk/Record/cronfa59049
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first_indexed 2021-12-29T11:53:43Z
last_indexed 2021-12-30T04:27:39Z
id cronfa59049
recordtype RisThesis
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spelling 2021-12-29T12:35:48.9120449 v2 59049 2021-12-29 South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Nigeria 187ffa37964dacb8e070a9d1ee6657ca SUWAIBA BAKO SUWAIBA BAKO true false 2021-12-29 Despite the extensive literature on multinational companies’ (MNCs) human resource management (HRM) systems and practices from developed countries, there are gaps in the literature concerning emerging countries multinational companies’ (EMNCs) HRM practices and systems at home and host countries. This thesis examines the transfer of HRM practices in Nigerian subsidiaries of MNCs from South Africa (an emerging country). This study empirically examines the similarities and differences of South African MNCs’ HRM systems and practices at both the South African headquarters and the subsidiaries in Nigeria. Purposely, the study attempts to shed light on the nature of the employment practices, the transfer of HRM practices and the factors that influence the transfer process. The study adopted a qualitative approach with data/evidence collected through in-depth semi-structured interviews. It focused on group discussions conducted in the subsidiaries of three South African MNCs in Nigeria. The data was gathered primarily from HR managers, directors and officers in the Nigerian subsidiaries of the South African MNCs. The study revealed that the South African MNCs hybridised their recruitment and selection processes and localised compensation and employee relations. However, performance appraisal, talent management and code of conduct practices were mainly transferred to subsidiaries with minimal adaptation to contextual realities. Further research and practical implications are discussed in this thesis. E-Thesis Swansea International Human Resource management, The transfer and diffusion of Human Resource Management, Emerging Countries Multinational Companies Human Resource Management Systems and Practices, South African Multinational Companies Human Resource Management at their Subsidiaries, Human Resource Management in Africa 29 12 2021 2021-12-29 10.23889/SUthesis.59049 A selection of third party content is redacted or is partially redacted from this thesis due to copyright restrictions. COLLEGE NANME COLLEGE CODE Swansea University Yaw, Debrah ; Nicholas, Rich Doctoral Ph.D Zamfara State Government 2021-12-29T12:35:48.9120449 2021-12-29T11:49:48.1328020 Faculty of Humanities and Social Sciences School of Management - Business Management SUWAIBA BAKO 1 59049__21947__9c44e6c9789641fb80366300dc3a08d3.pdf Bako_Suwaiba_S_PhD_Thesis_Final_Redacted.pdf 2021-12-29T12:26:43.7518615 Output 2563469 application/pdf Redacted version - open access true Copyright: The author, Suwaiba S. Bako, 2021. true eng
title South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Nigeria
spellingShingle South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Nigeria
SUWAIBA BAKO
title_short South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Nigeria
title_full South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Nigeria
title_fullStr South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Nigeria
title_full_unstemmed South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Nigeria
title_sort South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Nigeria
author_id_str_mv 187ffa37964dacb8e070a9d1ee6657ca
author_id_fullname_str_mv 187ffa37964dacb8e070a9d1ee6657ca_***_SUWAIBA BAKO
author SUWAIBA BAKO
author2 SUWAIBA BAKO
format E-Thesis
publishDate 2021
institution Swansea University
doi_str_mv 10.23889/SUthesis.59049
college_str Faculty of Humanities and Social Sciences
hierarchytype
hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management
document_store_str 1
active_str 0
description Despite the extensive literature on multinational companies’ (MNCs) human resource management (HRM) systems and practices from developed countries, there are gaps in the literature concerning emerging countries multinational companies’ (EMNCs) HRM practices and systems at home and host countries. This thesis examines the transfer of HRM practices in Nigerian subsidiaries of MNCs from South Africa (an emerging country). This study empirically examines the similarities and differences of South African MNCs’ HRM systems and practices at both the South African headquarters and the subsidiaries in Nigeria. Purposely, the study attempts to shed light on the nature of the employment practices, the transfer of HRM practices and the factors that influence the transfer process. The study adopted a qualitative approach with data/evidence collected through in-depth semi-structured interviews. It focused on group discussions conducted in the subsidiaries of three South African MNCs in Nigeria. The data was gathered primarily from HR managers, directors and officers in the Nigerian subsidiaries of the South African MNCs. The study revealed that the South African MNCs hybridised their recruitment and selection processes and localised compensation and employee relations. However, performance appraisal, talent management and code of conduct practices were mainly transferred to subsidiaries with minimal adaptation to contextual realities. Further research and practical implications are discussed in this thesis.
published_date 2021-12-29T04:16:03Z
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score 11.0127

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