Developing local managers in the Ghanaian mining industry: an indigenous talent model

Abstract

Privatisation of Ghanaian state-owned enterprises has resulted in domination ofWestern multinational companies (MNCs) in the gold mining industry. Consequently, expatriate managers dominate industry. The Government of Ghana, realising the problem of national managerial gap in industry has made development of national managers pre-condition for granting of mining lease to MNCs entering the industry. This is an attempt to 'empower' national managers for eventual takeover from expatriates.The paper reports on a research project that sought to investigate the operation of MNCs in the gold mining industry of Ghana with respect to considering how their HR policies and practices are enhancing the development of local managerial talent.Twenty-six national managers were interviewed to collate views on their talent development (by MNCs) in industry. Resultant data discussed using critical discourse analysis, a problem identification of problem solving method based on text and language. Discussion of qualitative data reveals domination of Western ideas and practices in developing national managers -approach which does not go well with local managerial talent development. The paper concludes by recommending further research into managerial development approach that suits the Ghanaian context.

Institutional Factors and High-Performance Work Organisations (HPWOs) in Sub-Saharan Africa (SSA)

“…Another interesting socio-cultural force in sub-Saharan Africa is the 'Ubuntu'. The word 'Ubuntu' literarily means "I am who I am through others" [39]. Although this concept originated from Zulu, it is widely used in the continent [39].…”

“…The word 'Ubuntu' literarily means "I am who I am through others" [39]. Although this concept originated from Zulu, it is widely used in the continent [39]. 'Ubuntu' is a strong form of collectivism which helps to integrate members of a community into a strong and cohesive ingroup [39].…”

“…Although this concept originated from Zulu, it is widely used in the continent [39]. 'Ubuntu' is a strong form of collectivism which helps to integrate members of a community into a strong and cohesive ingroup [39]. In SSA, members of in-groups share resources and support each other in exchange for unquestionable loyalty, care and respect that ensure high-quality community life [1].…”

“…Moreover, collectivism in the form of 'Ubuntu' can foster the development of HPOs through shared learning and transfer of knowledge among employees. For example, past studies have shown that managers in collectivist societies support their under-performing colleagues (who were meant for dismissal after employee evaluation) through mentoring programmes to acquire the relevant competencies required to perform well [39].…”

Human resource management transfer challenges within multinational firms

“…With regard to contextual HRM label, MNCs manage individual subsidiaries in various countries according to socio-cultural practices (practices diverge depending on situational factors because there is no one best way model). Therefore, HRM practices in country A may differ from that applicable in country B, and countries A and B different from country C. These differences are mostly influenced by variations in national cultures (Hofstede, 2002) and national legal demands (Oppong and Gold, 2016). Unlike the dominant labelling arrow in the diagramme, the contextual labelling arrow does not symbolise exportation to headquarters but adaptation of host-country's local culture and HRM practices by MNCs.…”