Abstract
Despite the increasing presence of Western MNEs’ subsidiaries in Ghana, the country continues to remain underrepresented in international human resource management literature (IHRM). The purpose of this research is to address this lacuna by examining recruitment and selection; training and development; performance management; rewards management and employee communication and participation using the ability, motivation and opportunities (AMO) model to build value-driven human resource management (HRM) practices in Western MNEs in Ghana. The paper employs a qualitative multiple case study approach using semi-structured interviews with employees and managers in purposefully selected Western subsidiaries in Ghana. This research employs 37 in-depth interviews with managers and employees in eight British, European and US MNEs in Ghana. The study essentially provides fine-grained analysis of how subsidiaries develop strategies in each HRM practice to promote employee ability, motivation and opportunity (AMO) and possibly organisational performance. Keywords : HRM practices, Multinational Enterprise in Ghana, AMO model DOI : 10.7176/JRDM/53-07 Publication date :March 31 st 2019
Highlights
Organisational practice is an essential capability considered crucial for MNEs with high interdependence between HQs and subsidiaries (Klimkeit and Reihlen, 2016)
MNEs standardise human resource management (HRM) practices in their subsidiaries based on the features of universalism, where job vacancies are filled based on merit
The characteristics of the following HRM practices that are utilised in subsidiaries of Western MNEs in Ghana are derived from the corporate HQs
Summary
Organisational practice is an essential capability considered crucial for MNEs with high interdependence between HQs and subsidiaries (Klimkeit and Reihlen, 2016). With particular reference to Ghana, Barthel et al (2011) noted that foreign firms expressed concerns about the low productivity of the labour force and shortage of technical and managerial skills. These findings coincide with Akorsu and Cooke (2011) where Chinese MNEs gave the same reason for importing Chinese labour into Ghana. These observations may lead to MNEs transferring HRM practices from their home economies that they have successfully implemented before and which they believe are suitable for the subsidiary context (Dickmann and Muller-Camen, 2006)
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