Resisting global universalistic practices - the endurance of culture and particularism in African HRM

Hack-polay, Dieu, Opute, John and Rahman, Mahfuzur (2020) Resisting global universalistic practices - the endurance of culture and particularism in African HRM. Journal of Work Applied Management . ISSN 2205-2062

Full content URL: https://www.doi.org/10.1108/JWAM-11-2019-0032

Documents
Resisting global universalistic practices - the endurance of culture and particularism in African HRM
Accepted Manuscript
[img]
[Download]
[img] PDF
PDF_Proof - Africa HRM.PDF - Whole Document

350kB
Item Type:Article
Item Status:Live Archive

Abstract

Purpose
This article empirically assesses the extent to which factors rooted in the cultural and institutional framework in Sub-Saharan African organisational contexts challenge and resist the penetration of global practices and how these dynamics impact on human resource management (HRM). This article examines universalistic perspectives are significant for African HRM. The article discusses the tensions between the contributions derived from local and historical factors, and that of other environmental agents, to African HRM practice.
Design/methodology
The study is based on a survey among 100 practising African HRM executives representing significant organisations in Sub-Saharan Africa.
Findings
The main findings established that, in spite of Westernisation and globalising trends in learning and development in Africa, human resource practices are still profoundly embedded in the African cultural fabric. Significant elements of cultures in Sub-Saharan Africa pervade organisational processes; such aspects include collectivism and paternalism, which persistently resist change. The article, however, concludes that the resisting parts of Sub-Saharan African cultures which are viewed as counter-productive, can have positive resonance if constructively deployed.
Originality
This article contributes to African HRM literature, a significantly under-researched field. The paper provides an opportunity for African HR managers to be more pragmatic in identifying the contextual issues as well as aspects of African culture that could be value-adding in a fast-changing managerial field. The findings demonstrate that human resource strategies and policies have specific cultural orientations and reflect the societal predispositions of a particular collectivity; this epitomizes the intertwining of cultural paradigms, political spheres and organisational life in Sub-Saharan Africa

Keywords:Culture, Globalisation, HR Practices, Sub-Saharan Africa, Universalistic practices
Subjects:N Business and Administrative studies > N100 Business studies
L Social studies > L300 Sociology
N Business and Administrative studies > N120 International Business studies
N Business and Administrative studies > N200 Management studies
N Business and Administrative studies > N600 Human Resource Management
Divisions:Lincoln International Business School
ID Code:39363
Deposited On:07 Jan 2020 10:07

Repository Staff Only: item control page