Organization culture types and the replication of transferred human resource management practices in multinational subsidiaries in Nigeria

Oseghale, Raphael; Pepple, Dennis; Ifere, Simeon Emezana; Amaugo, Amarachi

doi:10.1108/er-04-2021-0134

Cited by 9 publications

(7 citation statements)

References 66 publications

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“…Therefore, scholars and practitioners have tried to diagnose what would make PA more effective (Otoo, 2020). The current study's findings establish that the answer lies in the compatibility of the PA approach with organizational culture (Oseghale et al, 2023).…”

Section: Introductionmentioning

confidence: 63%

What does the performance appraisal approach tell us about the organizational culture's basic assumptions?

Ben-Hador

2023

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PurposePerformance appraisal (PA) is an organizational practice whose ultimate goal is to improve employee performance. This goal can be achieved using two approaches: the administrative approach, which emphasizes materialistic incentives and rewards excellent performers, and the developmental approach, which focuses on employee personal and professional development. The literature points out that organizations cannot utilize both approaches at the same time, but the reason for this is vague. Therefore, the research purpose is to bridge this gap by exploring the basic assumptions behind the administrative and developmental PA approaches as part of the hidden layers of organizational culture.Design/methodology/approachA qualitative document analysis (QDA) was used to analyze 124 Israeli organizations' PA forms and employee reports.FindingsThe organization's PA approaches were diagnosed as a first step in revealing the reason for the inability to use both approaches simultaneously. In the next step, it was revealed that organizational culture assumptions are the reason for the contradiction of the PA approaches. Eventually, McGregor's theory X is the basic assumption behind the administrative approach, and theory Y is the assumption behind the developmental approach. Since these two approaches contradict each other, it explains the difficulty of using both approaches simultaneously.Originality/valueThis study dives into the hidden levels of organizational culture and attempts to bridge a long-standing but still current research gap, as well as extend and refine organizational culture and performance appraisal theories.

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Section: Introductionmentioning

confidence: 63%

What does the performance appraisal approach tell us about the organizational culture's basic assumptions?

Ben-Hador

2023

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“…In turn, benefits of HRM decentralization would involve increased flexibility, speedy decision-making and responsiveness to local needs (Caligiuri et al, 2010;Meijerink et al, 2013). Patterns of HRM centralization and decentralization are linked to home and host countries' industrial relations systems, employment regulation and cultural values (Edwards et al, 2013;Farndale and Paauwe, 2007;Oseghale et al, 2023).…”

Section: (De)centralizationmentioning

confidence: 99%

The where and the who of HRM decision-making: HRM decentralization and devolution

Hassan,

Trullen,

Valverde

2024

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PurposeHRM decentralization and devolution have been highlighted as key HRM processes in organizations’ quest for increased flexibility. Although they have been extensively studied in the MNC and International HRM literature, they have mainly been examined on a separate basis, and their definition and operationalization have often been confused. Thus, we first clarify the difference between the two concepts by refining the definitions by Hoogendoorn and Brewster (1992), and then empirically examine how they are related.Design/methodology/approachThe relationship between HRM decentralization and devolution is examined by means of a survey in a large multi-country sample of multi-unit organizations.FindingsRegarding our clarification objective, we contend that devolution has to do with who takes responsibilities for HRM (i.e. line managers or HRM professionals) while decentralization refers to where HRM responsibilities are allocated (i.e. headquarters or increasingly local units). Regarding the relationship between the two concepts, the results show that higher levels of HRM decentralization are related to higher levels of devolution, but this association is attenuated in organizations with more powerful HRM departments.Originality/valueThe study contributes to theory and practice by disentangling, at the conceptual, operational, empirical and practical levels, two different but related HRM decisions (how much to devolve and how much to decentralize HRM) that organizations must make to efficiently cope with the characteristics of their own structure and competitive environment. It highlights the role of the relative power of HRM departments in how HRM responsibilities are ultimately distributed across the organization.

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“…However, there are questions about the transferability of HRM practices formulated in the western context to disparate national context [3][4][5]. Typically, HRM research in developing countries like Nigeria has pointed to the intersection of local customs and values, institutions, economic conditions, and legislations in the evaluation of HRM in Africa [6][7][8]. Although examining these macro contextual factors (e.g.…”

Section: Introductionmentioning

confidence: 99%

Perceptions of and Reactions to the HR Implementation Process in Nigeria

Nwanna¹

2024

Business, Management and Economics

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Leveraging attribution theories, this chapter examines the role of employees’ cognitions in the HR implementation process in Nigeria. This study relies on secondary sources such as journal articles, textbooks and public service reforms to review the current state of HR practice. This review shows that while there is a continuous evolvement of HRM practices in Nigeria, its effectiveness to contribute to the strategic value of both public and private sector organisations is countered by socio-cognitive factors. Moreover, the analysis reveals different patterns of causal attributions in how workers interpret the goals of HR practices due to socio-cultural and economic factors that are unique to the Nigerian context. This chapter contributes to the international debates about the integration of contextual factors and HR processes in the conceptualisation of HRM effectiveness. The limitations of this review are discussed as well as the implications for future HR research.

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Organization culture types and the replication of transferred human resource management practices in multinational subsidiaries in Nigeria

Cited by 9 publications

References 66 publications

What does the performance appraisal approach tell us about the organizational culture's basic assumptions?

What does the performance appraisal approach tell us about the organizational culture's basic assumptions?

The where and the who of HRM decision-making: HRM decentralization and devolution

Perceptions of and Reactions to the HR Implementation Process in Nigeria

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