Building value-driven HRM practices in Western Multinational Enterprise in Ghana using the AMO model

Abstract

Despite the increasing presence of Western MNEs' subsidiaries in Ghana, the country continues to remain underrepresented in international human resource management literature (IHRM). The purpose of this research is to address this lacuna by examining recruitment and selection; training and development; performance management; rewards management and employee communication and participation using the ability, motivation and opportunities (AMO) model to build value-driven human resource management (HRM) practices in Western MNEs in Ghana. The paper employs a qualitative multiple case study approach using semi-structured interviews with employees and managers in purposefully selected Western subsidiaries in Ghana. This research employs 37 in-depth interviews with managers and employees in eight British, European and US MNEs in Ghana. The study essentially provides fine-grained analysis of how subsidiaries develop strategies in each HRM practice to promote employee ability, motivation and opportunity (AMO) and possibly organisational performance.