HRM practices of MNEs and domestic firms in Ghana: divergence or convergence?

Purpose –The purpose of this paper is to adopt the convergence-divergence perspective to examine theextent of similarities and differences in human resource management practices between multinationalenterprise subsidiaries and local firms in Ghana.Design/methodology/approach –This paper draws from multiple case study evidence using in-depthface-to-face interviews and document analysis. The data were analyzed in four stages using both thematicanalysis and cross-case analysis techniques.Findings –The authors found both convergence and divergence, however, the evidence points to moreconvergence and direction toward convergence between MNEs and local firms’ HRM practices.Research limitations/implications –Even though there was evidence of cultural embeddedness withinlocal firms in the adoption of certain HRM practices, the influence of national culture on HRM practiceconvergence between MNEs and local firms has been limited. Thus, the convergence-divergence debatethrough the lens of national culture may need to be re-examined.Practical implications –The evidence of convergence and direction toward convergence tendencies withinthe context can be argued to be less underpinned by local isomorphism limited host-country influence.Practically, there is something to learn from indigenous Ghanaian organizations that can contribute toHRM advancement, the Ghanaian concept of annual durbars, annual or semi-annual gatherings to takestock of past activities and to award hard working staff, could provide the platform to strengthen theemployer-employee relationship at the firm level.Originality/value –This study fills an important contextual gap (a less developed country’s context) withinthe convergence-divergence debate and contributes to informing new knowledge of the convergence-divergencedebate, which points to more convergence and direction toward convergence between MNEs and local firms’HRM practices