Until recent years, the study of human resource management (HRM) in developing countries was overshadowed by that of international human resource management. Implicit in the dominance of international human resource management was the conception that only aspects of HRM in multinational firms (MNCs) in developing countries were worthy of the attention of researchers. In parallel, this view downplayed the existence and importance of HRM practices in local (indigenous) firms in developing countries. This was due to the fact that most local firms were generally small and micro enterprises often managed by family members and employing relatives or friends. In such organisations, people management was mainly informal rather than formal and as such meaningful HRM ...
Human Resource Management in Developing Countries
Human resource management in developing countries