South African MNCs and HR

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Author(s): Geoffrey Wood (Western University, Canada)and Christine Bischoff (University of Witwatersrand, South Africa)
Copyright: 2021
Pages: 17
Source title: Cases on Critical Practices for Modern and Future Human Resources Management
Source Author(s)/Editor(s): Devi Akella (Albany State University, USA), Niveen Eid (Birzeit University, Palestine)and Anton Sabella (Birzeit University, Palestine)
DOI: 10.4018/978-1-7998-5820-1.ch012

Keywords: Business Science Reference / Human Resource Management / Human Resources Management / Knowledge Management and Library Science

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Abstract

This chapter explores how three South African MNCs ventured north into Africa and what this meant for their practice of HRM. The chapter highlights how each company developed their HR systems under late apartheid, and how they have been adapted since then. It explores what their investments meant for local firms and for workers more generally in their countries of operation. Two of the three firms have placed a strong emphasis on internal HRD and human resource planning orientated towards developing the careers of their staff up to senior management; the third has followed a more mixed model that has not been without controversy.

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