Ethnicity and human resource management practice in sub-Saharan Africa: the relevance of the managing diversity discourse

Le transfert des pratiques de flexibilisation de l’emploi dans une firme multinationale : le rôle charnière des acteurs locaux des filiales

“…Il y a une distribution du pouvoir entre la maison-mère et les filiales (Dorrenbacher et Geppert, 2011), d'où le pouvoir des acteurs locaux capables de construire et de déconstruire des institutions ordonnées à des fins opportunistes. Ce travail institutionnel, par lequel les acteurs locaux créent, gardent ou modifient les institutions (Lawrence et Suddaby, 2006;Kristensen et Morgan, 2012), peut se faire dans le cadre des régimes formels de la négociation collective, ou dans un cadre informel qui recourt à l'ethnicité comme source d'avantage compétitif, expliquant l'hybridation des pratiques de RH en Afrique subsaharienne (Nyambegera, 2002;Aptisa, 2013).…”

A review of diversity management in Nigeria: Organizational and national perspective

“…Tribal patriotism incorporates the belief that 'having one's own kind' in power will lead to the ethnic group benefiting from the nation's resources (Nyambegera, 2002). The interchanging use of these words is also in relation to the state division of Nigeria since independence.…”

“…The lack of these constructive initiatives intensifies the need to develop and implement policies on tolerance and respect for social categories represented in the society. In addition, because of the concurrent use of the terms diversity management and equal opportunity, diversity management is positioned as a means to promote justice and equal opportunities among social groups, as well as improve the livelihoods of minorities identified in society and organisations (Nyambegera, 2002).…”

“…This structuring was established for easy governance by the British colonial rule (Ekanade, 2012), they merged political divisions of the country along the lines of the three main ethnic tribes (Igbo, Hausa and Yoruba); hence, the political parties were strongly ethnically driven (Akinboye and Anifowoshe, 1999). This key administrative structure, however, did not consider the cultural differences of the ethnic groups and the likelihood of the desire for power resulting in ethnicpolitical conflicts in the near future (Akinboye and Anifowoshe, 1999;Nyambegera, 2002). For instance, the long-standing recognition of three ethnic zones in Nigeria was oblivious of the fact that other ethnic groups would later rise up and seek equal recognition, allocation of resources and political positions at the federal and state levels (Obi, 2001).…”

Theoretical Perspectives to Diversity in Management Research

“…The increased quality and performance of the workforce are a part of the indicated results of the business case for diversity. The main points related to this argument are that it: creates a competitive advantage by creating an appropriate corporate image (Nyambegera, 2002); improves group performance at the organisational level (Benschop, 2001;Williams and O'Reilly, 1998); appeals to high quality personnel (Cox and Blake, 1991;Ng and Burke, 2005); increases organisational flexibility by developing problem-solving capabilities at the group level; and encourages creativity and innovation (Cox and Blake, 1991;Milliken and Martins, 1996;Heres and Benschop, 2010). These perspectives of the business case for diversity provides cost reduction, high organisational effectiveness, and increasing business growth and profits (Singh and Point, 2004;Robinson and Dechant, 1997;Heres and Benschop, 2010;Dijk et al, 2012;Thomas and Ely, 1996;O'Leary and Weathington, 2006;Singal, 2014;Ozbilgin, 2008).…”