Handbook of Human Resource Management in Emerging Markets
Show Less

Handbook of Human Resource Management in Emerging Markets

  • Research Handbooks in Business and Management series

Edited by Frank Horwitz and Pawan Budhwar

Bringing together a diverse set of key HRM themes such as talent management, global careers and employee engagement, this remarkably wide ranging work on managing human resources in more than 20 emerging markets is written by world-leading experts in HRM in emerging markets and based on leading-edge research and practice.
Buy Book in Print
Show Summary Details

Chapter 18: Human resource management in Africa

Florence Y. A. Ellis, Richard B. Nyuur and Yaw A. Debrah

Extract

The modern global business environment is highly competitive, requiring firms to combine and use their productive resources effectively. Every organization, whether public, private or non-governmental (NGO), does this through people (Tessema and Soeters, 2006). This has contributed to the view that people are firms’ core competence (Adeleye, 2011), their most important resource, and can be the most critical source of their competitive advantage (Cappelli and Crocker-Hefter, 1996; Chew and Horwitz, 2004). Ghebregiorgis and Karsten (2007) and Guest (2002) suggest that since people are an organization’s most important assets, their development and deployment offers a distinctive and non-imitable competitive advantage. This has spurred interest in the effective management of human resource, as well as intense research scrutiny of human resource management (HRM) by both management scholars and practitioners, resulting in the build-up of extensive literature that addresses various issues around the effective management of people in organizations (Kamoche, 2011; Guest, 2002). Some of these issues include recruitment and selection, training and development, performance appraisal, compensation, diversity management, just to mention a few. A number of theoretical frameworks such as the resource based theory, the human capital theory, and the expectancy theory; all underscore the criticality of effective development and deployment of human resources, and HR practices to organizational performance (Tessema and Soeters, 2006). Together, the literature suggests that HRM represents a complex package of concepts and practices.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.


Further information

or login to access all content.