Exploring Foreign Direct Investment and Technology and Knowledge Transfer Issues in Africa

Osabutey, Ellis L.C.

doi:10.1057/9781137277503_13

Cited by 2 publications

(3 citation statements)

References 59 publications

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“…This aligns with Iles et al (2010) who observed organisations invest in their high-performing employees to curb hiring and training costs of new recruits. Moreover, as the Ghanaian job market requires experienced, technical and managerial staff such as engineers and experts in information and communication technology, and there is divergence from skills graduates acquire from tertiary institutions (Osabutey, 2013), MNEs employed competitive hiring strategies including poaching/headhunting. Moreover, the findings reinforce Siebers et al (2015) who noted subsidiary managers became the conduits for ethnocentric HRM practices through financial and career advancement supporting MNEs’ practices.…”

Section: Discussionmentioning

confidence: 99%

“…Furthermore, technical and vocational education and training in Ghana lacks apprenticeship schemes to impart industry-specific skills (Ayentimi et al , 2018a). Weak linkages between industry and tertiary institutions impede knowledge and technology transfer (Osabutey, 2013), leading to a mismatch between graduates’ skills and those sought by industry. MNEs compete with local firms for skilled staff and endeavour to attract and retain highly qualified and talented employees (Ayentimi et al , 2019).…”

Section: Literature Backgroundmentioning

confidence: 99%

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Ethnocentric HRM practices: evidence from Western MNEs in Ghana

Azungah¹,

Hutchings

Michailova

2020

IJOEM

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PurposeThis paper examines Western multinational enterprises’ (MNEs) application of ethnocentrism in human resource management (HRM) practices utilised in their subsidiaries in Ghana. The practices examined include recruitment and selection, training and development, performance management and rewards management.Design/methodologyThe paper draws on interviews with 13 managers and 24 employees as well as documentary analysis in 8 British, European and US MNEs in Ghana.FindingsThe findings indicate that weak institutions in the local context, coupled with the technologically and economically advanced nature of Western countries compared to Ghana, account for ethnocentric HRM practices in MNEs’ Ghanaian subsidiaries.Practical implicationsThe paper highlights that Ghanaian companies might learn from, and adapt, selected Western HRM practices to improve their competitiveness.Originality/valueUtilising institutional theory, the paper extends extant research on ethnocentrism in HRM practices of Western MNE subsidiaries in other developing economies to Ghana; one of the fastest growing African economies.

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Section: Discussionmentioning

confidence: 99%

Section: Literature Backgroundmentioning

confidence: 99%

Ethnocentric HRM practices: evidence from Western MNEs in Ghana

Azungah¹,

Hutchings

Michailova

2020

IJOEM

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“…They offer wage premiums to attract and retain talented employees. The Ghanaian job market lacks experienced, professional, technical and managerial staff, largely due to the mismatch between the needs of industry and the skills graduates acquire from tertiary institutions (Osabutey and Debrah, 2012;Osabutey, 2013). Nonetheless, it is possible that hiring of persons using company portals may deny persons in rural communities who are likely to have computer anxiety and less internet access at home.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

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

2019

JRDM

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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.

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Exploring Foreign Direct Investment and Technology and Knowledge Transfer Issues in Africa

Cited by 2 publications

References 59 publications

Ethnocentric HRM practices: evidence from Western MNEs in Ghana

Ethnocentric HRM practices: evidence from Western MNEs in Ghana

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

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