Managing AIDS in Africa: HRM challenges in Tanzania

The impact of the AIDS epidemic in developing countries, and in Africa in particular, is now a matter of great concern to policy makers, managers, and academics on a global scale. The magnitude of the potentially disastrous effects of the disease has severe implications for management in organizations, and, in particular, for HRM. The AIDS epidemic is imposing, and will continue to impose, in the foreseeable future, a significant burden on the way people are managed. Little has been written on HRM in Africa, and the present literature on AIDS and HRM in Western societies is inappropriate and insufficient in relation to African organizations. Fifteen organizations in Tanzania took part in this study, which is probably the first of its kind, to produce a picture of current developments and approaches in managing people under the threat of AIDS.     

An exploration of the HRM values of Chinese managers working in Western multinational enterprises in China: implications for HR practice

This paper qualitatively explores the nature of human resource management (HRM) values of local Chinese managers working in Western-based multinational enterprises in China and also considers how these values are associated with preferences for HR practices. The study involves the use of repertory grid interviews with 36 local Chinese managers. The study shows that interviewees reflected a high level of assimilation and internalization of many Western HRM values. Interviewees also retained many traditional Chinese values, thus highlighting the role of institutional and cultural forces on HRM. However, among these local managers, there was clear decline in some traditional Chinese values, such as ‘harmony’ and ‘virtue’. A further interesting finding was the co-existence of paradoxical values of collectivism and individualism among the managers. Analyses of repertory grid data and interview comments also highlight that preferences for HR practices is associated with these underlying HRM values.     

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

This paper discusses the 'social' nature of employment management problems in sub-Saharan Africa (SSA). 'Applied' Western HRM is largely based on unitarist conceptions of organizational reality. Where conceptions suggest a 'stakeholder' perspective, they tend to follow orthodox formulations of pluralism. In that regard, notions of 'stakeholding' refer to the divergent internal organizational interests (mainly economic) of labour and management. In the SSA context, however, the broader social and moral issues of the wider community have a decisive influence on the employment relationship. And internal employment relations structures, such as trade unions, do not constitute the main representative channels for employee grievances. Consequently, established Western employment frames of reference do not represent suitable theoretical frameworks for analysing all the relevant social factors that influence the SSA employment relationship. This paper proposes a modified version of Ackers' (2002) 'neo-pluralist' theoretical framework as the basis for understanding and resolving some of issues involved in HRM in SSA. From this analysis, it proposes a model of HRM that attempts to institutionalize some elements of the 'African social system' into formal HRM policies and strategies.     

Human resources roles: ideal versus practiced: a cross-country comparison among organizations in Asia

Human capital and its associated principles of talent management are sound platforms on which to leverage a company's fundamental resources to attain corporate goals. Unfortunately, the importance of human resource management (HRM) within organizations is often overlooked. The fundamental problem observed by many researchers in the HRM field is the discrepancy between what are considered ideal HRM roles and what is actually practiced by HRM managers. To understand the current human resource (HR) philosophy and the specific roles practiced by HR professionals among Asian companies, a survey was conducted with 377 HR managers in four Asian countries – India, Indonesia, Malaysia, and the Philippines. Our research has shown and, hence, reiterated the sense that there are considerable differences between the current HR functions as practiced and the ideal HR functions, as indicated by the survey respondents. In addition, the survey results have identified significant differences among countries, especially in areas such as strategic practices and the roles of HR managers. Differences between practice and ideal in HR administration are also observed at different levels of management. It was also observed that differences among countries exist depending on the type of organization, the size of the organization, and whether the HR managers work for HR departments or for other functional departments.     

Human resource management and cultural diversity: a case study in Mozambique

A limited number of studies in Africa have reconciled human resource management (HRM) programs with cultural diversity as represented by Hofstede's cultural dimensions. The objective of this study is to examine how Western-based HRM can be modified to embrace cultural diversity in an African context. A mixed methodology employed a survey, as well as a case study in Mozambique. The results indicate high levels of power distance, collectivism, uncertainty avoidance, and feminism that are very similar to Kenya. These dimensions differed across a spectrum of employee levels illustrating cultural hybridization at firm level in a multinational operating in Africa. The results also illustrate the importance of a range of health, family, and societal beliefs in the workplace. Finally, a series of HRM recommendations were developed in an African context with respect to the selection, training, performance measurement, and management programs of the company.     

The making and remaking of HRM: the practice of managing people in the Eastern Cape Province,South Africa

This paper explores the nature of human resource management (HRM) practice in the Border region of the Eastern Cape Province, South Africa, located within contemporary local and international debates regarding the content and nature thereof. Four distinct patterns of practice were identified. The first represented a simple changing in nomenclature of the relevant personnel sections, with, in several cases, staff being seen not as managers, but rather as a distinct, and somewhat junior, category of employee. In the second category, the traditional personnel function was broadened to encompass clearly delineated areas such as training and development. In the third category, while HRM practitioners did play an important strategic role, this was more in terms of facilitating the adoption of progressive industrial relations policies, than in developing a vision for managing human resources across the organization. In all cases, what human resource practitioners did seemed somewhat removed from the 'conventional wisdom' definition of HRM. In part this was a result of the persistence of effective and militant trade unions, necessitating the adoption of hybrid HR-industrial relations practices. However, it also represented a product of particular managerial traditions, and the fact that HRM represents a complex package of concepts and practices, which, inevitably, are subject to adjustment in the light of prevailing realities. This study sheds further light on the diverse and multi-faceted area of HRM practice, and underscores the need for flexibility and pragmatism in both transitional, and, indeed, mature economic contexts.     

Virtuous circle: Human capital and human resource management in social enterprises

The majority of the extant research on human resource management (HRM) draws conclusions based on evidence from for-profit organizations. In response to calls for the exploration of HRM in different contexts, this study focuses on understanding HRM in the context of social enterprises. The unique context of social enterprises and their unique workforce raise questions about the direct applicability of frameworks developed from examining HRM in for-profit organizations. The narratives provided by 20 CEOs, HR directors, and managers of social enterprises in the United Kingdom highlight the importance of “ethics of care” as the core of the HRM-related decisions in the “third sector.” In addition, we identify five distinct workforce categories and propose a typology of differentiated HRM systems that enable social enterprises to achieve their dual mission. Finally, we propose a “virtuous circle” model, highlighting “ethics of care” as the main driver for organizational outcomes, using differentiated HRM systems that better serve their needs.     

The relationship between HRM practices and service behaviour in South African service organizations

This paper reports on findings from research conducted in South African service organizations that frontline employees' perceptions of HRM practices have a direct influence on their service behaviour. Specific HRM practices have more impact than others and this was attributed to the influence of external factors such as the socio-political situation and national culture and to internal factors linked to the way managers implemented the HRM practices in the organization. Organizational commitment was found to play a mediating role in the relationship between frontline employees' perceptions of HRM and their service behaviour.     

Variability in HRM implementation among line managers and its effect on performance: a 2-1-2 mediational multilevel approach

Over the last few decades, a substantial body of research has examined the relationship between human resource management (HRM) and performance. However, little attention has been given to the implementation of HRM, although an HR policy can be implemented in various ways within an organization. In addressing recent calls in the literature to examine this issue more closely, we study the role of line managers in implementing HRM and the influence of employees' perceptions of HRM. In a multilevel study of 315 employees and 41 line managers drawn from various work-units of a Dutch municipality, we tested whether HR practices, as implemented by line managers, affect employees' perceptions of HRM and whether these perceptions in turn relate to perceived unit performance. The analysis shows that implemented HR practices differed between work-units. More specifically, our study shows that these differences can be explained by a line manager's leadership style. Moreover, our findings indicate that employees' perceptions of the HR practices implemented mediate the relationship between the HR practices implemented by line managers and perceived unit performance. These findings contribute to our understanding of how HRM affects performance.     

Promoting the informal sector as a source of gainful employment in developing countries: insights from Ghana

Although the informal sector continues to be the main source of employment in developing countries, little empirical research has been conducted into the human resource management (HRM) issues surrounding this sector in sub-Saharan Africa. Against this background, this study seeks to highlight the HRM issues, such as training and employment strategy, which are assuming increasing importance in the informal sector in developing countries. After reviewing the marginalist and structuralist debates on the informal sector, the paper looks at the Ghanaian government's attempt to transform the sector into a source of national economic development, entrepreneurship and self-employment. As part of this examination, the paper explores the question of whether the government's strategies can provide jobs for all who need them.

Based on the evidence of the empirical research, the paper argues that although the current Ghanaian government's informal employment strategy is a product of political expediency and, therefore, prone to pitfalls, it nevertheless constitutes a worthwhile attempt to combat unemployment in the long term. The paper also contends that in environments of perpetual economic crisis, which undermine the ability of sub-Saharan African (SSA) governments to generate adequate growth, it makes good socio-economic sense to promote the informal sector as a significant source of employment. The government's strategy should, therefore, be seen as an attempt to help the informal sector generate a level of employment above the marginal and survival. In this respect, the Ghanaian experience provides useful lessons for other SSA countries grappling with similar unemployment problems.     

Interrelationships between human capital,HRM and innovation in Belgian start-ups aiming at an innovation strategy

Research on the impact of human resource management (HRM) on firm performance has increased since the end of the nineties. Despite the pile of studies and results, critical assessments of this literature stream point to several empirical and theoretical gaps. We focus on two empirical gaps. First, there is a lack of attention to innovation as a measure of firm performance outcome. Most articles use financial (e.g., return on assets (ROA)), organisational (e.g., productivity) and employee related (e.g., commitment) performance measures. Yet, Western knowledge economies consider innovation to be a driving force of economic growth, and international competitive advantage. Moreover, innovation is a function of a firm's ability to create, manage and maintain knowledge. Because knowledge is created by and stored within individuals, human resources as well as HRM may play an important role as drivers of innovation. Second, HRM is considered to be a large company phenomenon. Yet, small businesses provide a great environment to study the HRM-performance relationship because of their transparent nature and the small distance between an individual's and a company's performance. Next, human resources and HRM are crucial to small businesses because they have less tolerance for inefficiency. We examine a sample of small start-ups that aim for an innovation strategy, but are not necessarily successful in terms of innovative output. We expect start-ups with superior human resources and HRM to produce more innovative output. The results show that both human capital (of owners/managers and employees) and HRM are important determinants of innovation in start-ups.     

Contextualising diversity management in the Middle East and North Africa: a relational perspective

This study examines the clash between diversity policies as designed in the West and the challenges in implementing these in the Middle East and North Africa region. We contribute to the role of context in diversity management by studying how HR managers deal with diversity policies when the Western approach and the local context are perceived as being incompatible. Twenty HR/diversity managers working for multinational companies in nine different countries in the Middle East and North Africa region were interviewed. The findings show that a manager's understanding of the interrelated nature of multilevel factors of the local context influences the strategies adopted. Three strategies to deal with the perceived clash are identified: forcing a Western approach upon the local country, a reframing strategy where existing policies are reformulated to fit the Western requirements, and a sensitive approach in which the local context is considered. The study suggests that multinationa.l companies have to adapt diversity policies to local multilevel factors of the country in which they operate.     

Exploring the reality of educated middle managers' capability and involvement in human resource management in China

Since the recent global financial crisis, human resource management (HRM) policies may be seen more than ever as one of the cornerstones for building an appropriate organizational culture to better promote effort and cooperation between human resource (HR) managers and other middle line-managers. This article is designed to explore the reality of educated middle managers' capability and involvement in HRM in China, given that the concepts of HR roles in general and middle managers in particular are relatively new there. By analysing the results from more than 300 middle managers who had been educated at MBA programmes in different parts of China, our findings, we argue, have important implications for both the HRM literature and management practice in emerging economies.     

Transferring Marketing Concepts to Sub-Saharan African Countries:

The drive towards market-oriented economies is accelerating in many sub-Saharan African countries, resulting in numerous opportunities for teachers, scholars and educators to disseminate the business knowledge of a free market economy. Since the macroenvironmental variables (culture, politics, socioeconomic conditions, etc.) within many sub-Saharan African countries often do not lend themselves to teaching marketing as it is practiced in Western societies, a framework for an adaptive approach to lransferring marketing howledge is proposed. Realizing the significance of the local environment, a model was applied that further illustrates two broad categories involved in the teaching approach: the content to be transferred (the knowledge itself), and the rocess by which such transfer taku place. Lastly, implications for the transference of Western marketing concepts are discussed along with suggestions on how to improve the teaching of marketing knowledge in sub-Saharan Africa.     

Line managers and HRM: A managerial discretion perspective

Line managers play a central role in HRM practices, but research and theory on how their role is enacted remains underdeveloped. This paper presents a case study of a large U.K.‐based fashion retailer and uses managerial discretion theory to develop a novel understanding of line managers' contribution to the implementation of HRM practices. We describe three distinct ways in which line managers engage with HRM policies and procedures, and propose that line managers make an important contribution to the effective implementation of HRM systems through exerting their cognitive and political abilities to bring about decisions that are well suited to their local situations. Moreover, we find that HR specialists design and manage HRM policies and procedures to afford different levels of managerial discretion in different areas of HRM.     

Overcoming liabilities of origin: Human resource management localization of Chinese multinational corporations in developed markets

Despite the rapid growth of Chinese outward foreign direct investment in developed markets, many Chinese multinational corporations (MNCs) suffer from liabilities of origin (LOR)—capability‐ and legitimacy‐based disadvantages associated with the country of origin. This study identifies localization as a strategic mechanism through which Chinese MNCs overcome their LOR. With a specific focus on human resource management (HRM), we examine how factors associated with firms' perceived LOR, including springboard intent, local competition, and host country regulatory pressures, affect Chinese MNCs' adoption of local HRM practices in developed markets. We differentiate HRM practices that managers intend to adopt from those that are actually implemented and explore how state ownership affects the intention–implementation gap. Based on a sample of Chinese MNCs in the United States, we find that springboard intent, local competition, and host country regulatory pressures are positively associated with intended, but not implemented, HRM localization. Further examination demonstrates that springboard intent and local competition have significant effects on implemented HRM localization among private businesses but not in state‐owned enterprises (SOEs). The managerial constraints and resource endowment of Chinese SOEs may hinder their overseas subsidiaries from implementing local HRM practices to address LOR.     

Evaluating levels of strategic integration and devolvement of human resource management in India

This paper analyses the levels of 'integration' of human resource management into corporate strategy and 'devolvement' of responsibility for HRM to line managers in India. The findings are based on a large questionnaire survey run in 137 firms in six manufacturing industries. The survey results are further supplemented by twenty-four in-depth interviews in the same companies. Results show a low level of integration and devolvement practised in Indian organizations. A number of contingent variables and organizational policies were found to determine the levels of integration and devolvement in Indian organizations. India is mapped on the integrationdevolvement matrix of ten European countries, showing similarities with the UK, Italy and Germany.     

The dialectics of human resource management in Cuba

Dialectical theory is applied to the examination of how institutional and organizational level changes are leading to a new human resource management (HRM) paradigm in Cuba. The paper starts with a general overview of economy and enterprise in Cuba, which serves to expose the nature of the pressures and contradictions facing managers and organizations in this country. Based on a focus group study, an analysis of the process of change in the HRM paradigm as perceived by a sample of Cuban managers is presented. The emerging dialectical paradigm is to a great extent influenced by the institutional context, namely by the control of the state. The state's role in the protection of the communist principles, combined with the need to open the economy to the logic of the market, is constituting a singular case in the world of management in general and of HRM in particular: that of a communist country with an increasingly market-based economy, where the socialist cadre is simultaneously becoming a market-oriented HR manager.     

Institutional duality and human resource management practice in foreign subsidiaries of multinationals

We examine how institutional context affects the decisions that subsidiaries of multinational corporations (MNCs) make in pursuing particular human resource management (HRM) practices in response to institutional duality. Drawing on Varieties of Capitalism, along with the concept of intermediate conformity, we argue that the use of particular HRM practices by MNC subsidiaries will differ depending on both the combination of home and host institutional contexts, and on the nature of the particular practice under consideration. Using data from a survey of HRM practices in 1196 firms across 10 countries, we compare HRM practices in subsidiaries located and headquartered in different combinations of liberal and/or coordinated market economies. Our study suggests MNC subsidiaries conform only to the most persuasive norms, while exercising their agency to take advantage of the opportunities presented by institutional duality to adopt practices that distinguish them from indigenous competitors.