Human Resource Management in Unstable Societies: An African Perspective
Despite increasing interest among academic scholars to understand the role of human resource management (HRM) in both developed and developing countries, there is a paucity of studies and critical analysis of a comparative analysis between the HRM in conflict setting and HRM in non-conflict setting. This paper provides a needed critical evaluation of the literature and research, and identifies an agenda for analytic investigation. HRM policies and practices in the conflict setting should be viewed differently to those of non-conflict setting, Western setting in particular. This has implications for policy regarding people management in both conflict and non-conflict envrionments. There are also potential issues of human resource differing qualities in the multi-ethnic social orders of sub-Saharan Africa, contending that ethnicity constitutes an essential measurement of diversity. The impact of ethnicity on work relations in authoritative life in this area is inspected and whether the talk of overseeing diversity could be connected to oversee such differences. The research contends that, if the ethnic differing qualities found in African-based organizations are very much dealt with, this could upgrade hierarchical amicability and adequacy. Further, if organizations operating in non-conflict envrionment, Sub-Saharan Africa in particular, intentionally grasp methodologies of “inclusion” instead of “exclusion” in dealing with their human asset and welcome the inherent employee ‘distinction’, it could enhance the picture and viability of organizations working there. In the meantime, there is a need to adjust such ways to deal with the social specificity of local connections.
Keywords: HRM in Conflict Setting, HRM in Non-Conflict Setting, Sub-Saharan Africa