TY  - JOUR
AB  - Purpose This paper examines Western multinational enterprises’ (MNEs) application of ethnocentrism in human resource management (HRM) practices utilised in their subsidiaries in Ghana. The practices examined include recruitment and selection, training and development, performance management and rewards management.Design/methodology The paper draws on interviews with 13 managers and 24 employees as well as documentary analysis in 8 British, European and US MNEs in Ghana.Findings The findings indicate that weak institutions in the local context, coupled with the technologically and economically advanced nature of Western countries compared to Ghana, account for ethnocentric HRM practices in MNEs’ Ghanaian subsidiaries.Practical implications The paper highlights that Ghanaian companies might learn from, and adapt, selected Western HRM practices to improve their competitiveness.Originality/value Utilising institutional theory, the paper extends extant research on ethnocentrism in HRM practices of Western MNE subsidiaries in other developing economies to Ghana; one of the fastest growing African economies.
VL  - 15
IS  - 5
SN  - 1746-8809
DO  - 10.1108/IJOEM-03-2019-0176
UR  - https://doi.org/10.1108/IJOEM-03-2019-0176
AU  - Azungah Theophilus
AU  - Hutchings Kate
AU  - Michailova Snejina
PY  - 2020
Y1  - 2020/01/01
TI  - Ethnocentric HRM practices: evidence from Western MNEs in Ghana
T2  - International Journal of Emerging Markets
PB  - Emerald Publishing Limited
SP  - 829
EP  - 848
Y2  - 2024/05/10
ER  -