Managing Organisations in Africa

Dynamique motivationnelle de l'epuisement et du bien-etre chez des enseignants africains.

“…Ils concernent, entre autres, un style de supervision autocratique et de gestion centralisée défavorables à la participation des employés ( Kiggundu, 1988;Blunt & Jones, 1992), la pénurie de ressources matérielles et humaines (Blunt, 1984;Okereki Ani, 1977), les faibles salaires et la réduction du pouvoir d'achat des travailleurs (Kiggundu, 1991;Lienert, 1998), le faible niveau de motivation (Abudu, 1986;Montgomery, 1986) ainsi que l'incidence élevée d'aliénation et de stress occupationnel (Blunt, 1982). Jusqu'à maintenant, les quelques données empiriques disponibles sur ce thème suggèrent que les Africains seraient généralement moins satisfaits de leur travail (Yoder & Eby, 1990;Cooper et Arbose, 1984) et de leur vie en général (voir Balatsky et Diener, 1993;Veenhoven, 1996) Okebukola & Jegede (1989).…”

Neo-pluralism as a theoretical framework for understanding HRM in sub-Saharan Africa

“…Employment practices in SSA have been variously described as sources of corruption (Berge, 1981), paternalistic (Dia, 1993;& Pinto & Morpe, 1994), and supportive of an 'external role-set' rather than the objectives and goals of the organisation (Kiggundu, 1989;& Blunt & Jones, 1992). For these reasons, issues of employment management were central to the structural adjustment agenda.…”

“…However, even after the introduction of practices that are consistent with the main conceptions of HRM, the literature on employment management in SSA resonates with colonial concerns regarding the negative implications of the traditional social system for good management practices (Kiggundu, 1989;Blunt & Jones, 1992;WB, 1989WB, & 1990& Dia, 1996). In their 'models of organisational culture', Blunt and Jones (1992) categorised organisational cultures in SSA as 'Fragmented (Negative)…”

“…In their 'models of organisational culture', Blunt and Jones (1992) categorised organisational cultures in SSA as 'Fragmented (Negative)…”

“…Since the introduction of SAP, there has been an emerging stream of analysis that utilises cultural and social factors as a key to understanding and explaining HRM in SSA. This stream of research has conceptualised the problem in terms of the contrast between African culture, values and social organisation, and Western perception of organisation (Nzelibe, 1986;Dia, 1991Dia, & 1996Blunt & Jones, 1992;Mbigi, 1997;Kamoche, 1997Kamoche, & 2000Jackson, 1999Jackson, & 2002& Beugre & Offidile, 2002). The emerging argument is that the African worker is also burdened with obligations and commitments that are imposed by the social organisations and institutions that influence and regulate normative conceptions and behaviour within the wider African community.…”