The human resource management and the problem of the embeddedness of enterprise in Africa: The case of a mine in Ghana
Type de matériel :
TexteLangue : français Détails de publication : 2015.
Sujet(s) : Ressources en ligne : Abrégé : Contrary to the mainstream normative approach, this article assesses the practices of HRM sociocultural realties in Africa from a micro-political institutional perspective. The contested managerial strategy gives rise to two HRM models in a Ghanaian mine, a subsidy of a North-American multinational firm. The first model is shaped by policies of job restructuring and is oriented towards CSR while the second model stems from the collective bargaining agreement. Going beyond the opposition between the workers and the community that segment HRM practices, the article resorts to institutional mechanisms to explain how local actors negotiate at their convenience corporate embeddedness in their context.
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Contrary to the mainstream normative approach, this article assesses the practices of HRM sociocultural realties in Africa from a micro-political institutional perspective. The contested managerial strategy gives rise to two HRM models in a Ghanaian mine, a subsidy of a North-American multinational firm. The first model is shaped by policies of job restructuring and is oriented towards CSR while the second model stems from the collective bargaining agreement. Going beyond the opposition between the workers and the community that segment HRM practices, the article resorts to institutional mechanisms to explain how local actors negotiate at their convenience corporate embeddedness in their context.
Réseaux sociaux