Gun Violence and Homicide in Nigeria and Implications for Ethno-Religious Conflicts

Onwudiwe, Declan Ihekwoaba; Raufu, Abiodun

doi:10.1007/978-3-030-84518-6_12

Cited by 1 publication

(1 citation statement)

References 23 publications

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“…It is also influenced by how well the expatriates can culturally adjust within the country (Okpara, 2016). This is especially the case for expatriates working in challenging environments (Gannon and Paraskevas, 2019) and Nigeria is considered to be a risky environment and is on the topmost dangerous countries for 2022 (Coffey, 2022; Onwudiwe and Raufu, 2022).…”

Section: Talent Managementmentioning

confidence: 99%

Are people the greatest asset: talent management in SME hotels in Nigeria during the COVID-19 crisis

Howe-Walsh

Kirk

Oruh

2022

IJCHM

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Purpose This paper aims to evaluate the approaches to talent management (TM) in small- to medium-sized enterprise (SME) hotels in Nigeria during the COVID-19 crisis drawing on the resource-based view (RBV) of Strategy. Design/methodology/approach An interpretivist methodology was adopted, and 42 semi-structured interviews were undertaken with SME hotel owners, self-initiated expatriate (SIE) talent and local workers in Nigerian hotels. A thematic approach to analysis was undertaken to identify key themes. Findings The findings highlight how SME hotel owners’ reactive and short-term approaches to TM have created problems during the pandemic as they are unable to rely on acquiring SIE talent to fill key skills gaps. Furthermore, failure to capitalise on the expertise and networks of their current SIEs has resulted in a lack of knowledge sharing with other local employees. This results in TM strategies that do not offer differentiated approaches that balance talent flows to achieve competitive advantage. Practical implications SME hotel leaders should adopt a more equitable approach to TM that values all workers rather than exclusively focusing on SIEs. Employment contracts should ensure that SIEs are responsible for training and developing local workers as part of a networking approach to RBV. Originality/value This novel study focused on TM within SME hotels in a Nigerian context during COVID-19. The findings show how SME senior leaders value SIE talent above local workers and pursue a TM strategy that perpetuates the status quo. The COVID-19 crisis has acted as a catalyst for leaders to recognise the value of local talent and consider a more sustainable approach to TM.

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Section: Talent Managementmentioning

confidence: 99%