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dc.contributor.authorAkhile, Janet Francis
dc.date.accessioned2020-06-09T09:48:36Z
dc.date.available2020-06-09T09:48:36Z
dc.date.issued2018-06-21
dc.identifier.citationAkhile, J.F. (2018) 'The transfer and diffusion of human resource (HR) policies and practices of European multinational companies (MNCS) to their Nigerian subsidiaries'. PhD thesis. University of Bedfordshire.en_US
dc.identifier.urihttp://hdl.handle.net/10547/624026
dc.description"A thesis submitted to the University of Bedfordshire, in partial fulfilment of the requirements for the degree of Doctor of Philosophy".en_US
dc.description.abstractHuman resource (HR) practices diffusion within multinational companies (MNCs) is an imperative area of research for strategic international human resource management (SIHRM). The existing literature noted that there are critical factors that affect the transfer and diffusion process of human resource practices. This research seeks to address certain shortcomings in existing SIHRM literature, in particular the lack of work on human resource policies and practices adopted by multinationals operating in developing sub-Saharan African (SSA) countries. This research extends the focus of SIHRM literature beyond MNCs parent companies into the subsidiary’s context in developing SSA country. This work builds from broader analytical frameworks to examine and interpret the dynamic underlying process of human resource practices diffused. More precisely, drawing upon SIHRM literature and institutional theory to provide a comprehensive understanding of the transfer and diffusion of human resource practices. The empirical data was collected from international human resource managers (IHR), local management staff in the Nigerian subsidiaries including human resource managers, senior managers and line managers. The research involved forty-two semi-structured interviews, supplemented by company documents, from two European companies operating in the Nigerian oil and gas sector. This work used thematic analysis to evaluate and interpret the data. Analysis of the interviewers account showed that both company and country factors shape the adoption and diffusion of human resource practices in the Nigerian subsidiaries. The findings indicate that the strategic importance of each human resource practice is a driving force behind the transfer process. The two European MNCs utilised exportive and integrative SIHRM orientation to disperse a wide range of HR practices from the parent companies. Furthermore, the findings indicate that employment regulations and trade union effects alone do not influence MNCs’ choice of practices diffused in the Nigerian subsidiaries. Socio-cultural factors such as values and beliefs affect the workforce's personal actions and perceptions, and these are key factors to consider when transferring HR practices. The findings of this work thus make a valuable contribution to SIHRM literature and institutional theory literature with a focus on HRM in MNCs operations.en_US
dc.language.isoenen_US
dc.publisherUniversity of Bedfordshireen_US
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/*
dc.subjectTransferen_US
dc.subjectMNCsen_US
dc.subjectstrategic international human resource managementen_US
dc.subjectHRMen_US
dc.subjectinstitutional theoryen_US
dc.subjectSubject Categories::N600 Human Resource Managementen_US
dc.subjecthuman resources managementen_US
dc.titleThe transfer and diffusion of human resource (HR) policies and practices of European multinational companies (MNCS) to their Nigerian subsidiariesen_US
dc.typeThesis or dissertationen_US
dc.type.qualificationnamePhDen_GB
dc.type.qualificationlevelPhDen_US
dc.publisher.institutionUniversity of Bedfordshireen_US
refterms.dateFOA2020-06-09T09:48:36Z


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