International HRM in South African multinational companies |
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| Institution: | 1. Department of Psychology, Mercer University, 1501 Mercer University Drive, Macon, GA 31207, United States;2. School of Human Resources and Labor Relations, Michigan State University, 368 Farm Lane, East Lansing, MI 48824, United States;1. University of Wollongong in Dubai, Knowledge Park, Block 15, Dubai, United Arab Emirates;2. University of Newcastle, Newcastle Business School, Central Coast, Australia;3. Portsmouth Business School, University of Portsmouth, UK;4. Leeds University Business School, UK;5. Aston Business School, UK;1. College of Business, University College Dublin, Blackrock, Dublin, Ireland;2. Durham Business School, Mill Hill Lane, DH1 3LB Durham, England, United Kingdom |
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| Abstract: | With the paucity of published research on human resource management (HRM) policy and practice in the BRICS countries (Brazil, Russia, India, China and South Africa), the rationale for this article is to evaluate the nature of HRM practices, their development, application and diffusion in South African MNCs. It provides an exploratory analysis in a systematic literature review referring to qualitative case study research and research survey literature to better understand HRM strategies and practices developed and diffused by growing emerging market MNCs from South Africa.The findings underline significant challenges of human resource development and controversies regarding host country issues alongside a degree of ‘sophistication’ in the HRM practices of firms analysed. An aim of the article is to identify areas for further research on business and HRM models of Emerging Market MNCs (EMMNCs) in the African context and develop a set of seven research propositions. |
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