Suchergebnisse

Despite increasing Chinese MNE activity there is a paucity of studies and critical analysis of expatriate management in Emerging Market Multinational Enterprises (EMMNEs). We argue that Chinese firms' expatriation policies and practices should be viewed in a different light to those of Western firms. We question whether Western modernization assumptions for emerging markets, often implicit within the international HRM literature, are appropriate when applied to Chinese MNEs. This has implications for the motivations of official Chinese policy regarding the presence of state MNEs in African countries, and individual Chinese MNE expatriation policies. Political-seeking motives may be moderated by an apparent disjuncture between Chinese official policy and individual firms' operational practices. Some potential synergies between Chinese and African cultural values are moderated by a low importance placed on the knowledge transfer role of Chinese expatriates and by the impact of the relational nature of career development including expatriate selection and an apparent low emphasis on pre-departure training. The main contribution of this work is to inform future empirical research at organizational level by making explicit differences in Chinese MNE engagement in Africa to Western MNEs, how this may influence expatriate policy and practices, and why this may contribute a different perspective to the extant expatriation literature. This article provides a critical evaluation of the current literature, theory and research, and identifies an agenda for expatriation research in the African context

PurposeThe purpose of this paper is to provide an assessment of employment equity, Broad Based Black Economic Empowerment (BBBEE) and associated human resource management policies in South Africa. Polices and practices, and progress in representation of formerly disadvantaged groups are evaluated.Design/methodology/approachThe paper comprises a general review using descriptive primary and secondary data and qualitative organizational factors.FindingsThe pace of representation and diversity at organisational levels is incremental rather than transformational.Conclusions for policy makers and organizational leaders are drawn, taking into consideration socio‐historical, political and demographic context of this jurisdiction.Originality/valueThe paper's findings and conclusions are pertinent for public and organizational policy and practice.

pt. I. HRM theories and approaches in emerging markets -- pt. II. International HRM in emerging economies -- pt. III. HRM function and systems in emerging markets -- pt. IV. Comparative and regional HRM perspectives in emerging markets -- pt. V. Emerging themes, issues and the future of HRM in emerging markets.