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Effective people management in Africa /

Newenham-Kahindi, Aloysius,

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Effective people management in Africa /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Effective people management in Africa // edited by Aloysius Newenham-Kahindi, Ken N. Kamoche, Amon Chizema, and Kamel Mellahi.
其他作者:	Newenham-Kahindi, Aloysius,
面頁冊數:	1 online resource.
內容註:	HRM Issues and Outcomes in Domestic Mergers and Acquisitions: A Study of The Nigerian Banking Sector -- Factors hindering the adoption of HIV/AIDS workplace policies: evidence from private sector companies in Malawi -- Privatization and Employment Relations in Africa: The Case of Mozambique -- Knowledge Appropriation and HRM: The MNC Experience in Tanzania -- Human resource management in Southern African multinational firms: considering an Afro-Asian nexus -- Managing Sustainable Development through Cross-Cultural Management: Implications for Multinational Enterprises in Developing Countries -- When Two African Cultures Collide: A Study of Interactions between Managers in a Strategic Alliance between Two African Organizations -- Human Resource Strategies for Managing Back-office Employees in Subsidiary Operations: The Case of Two Investment Multinational Banks in Tanzania.
標題:	Management - Africa. -
電子資源:	http://link.springer.com/10.1057/9781137337177
ISBN:	1137337176 (electronic bk.)

Effective people management in Africa /
Effective people management in Africa /edited by Aloysius Newenham-Kahindi, Ken N. Kamoche, Amon Chizema, and Kamel Mellahi. - 1 online resource.

HRM Issues and Outcomes in Domestic Mergers and Acquisitions: A Study of The Nigerian Banking Sector -- Factors hindering the adoption of HIV/AIDS workplace policies: evidence from private sector companies in Malawi -- Privatization and Employment Relations in Africa: The Case of Mozambique -- Knowledge Appropriation and HRM: The MNC Experience in Tanzania -- Human resource management in Southern African multinational firms: considering an Afro-Asian nexus -- Managing Sustainable Development through Cross-Cultural Management: Implications for Multinational Enterprises in Developing Countries -- When Two African Cultures Collide: A Study of Interactions between Managers in a Strategic Alliance between Two African Organizations -- Human Resource Strategies for Managing Back-office Employees in Subsidiary Operations: The Case of Two Investment Multinational Banks in Tanzania.

For many decades, unheard indigenous business leaders and entrepreneurs in Africa, drawing from their ground-level experience, have intuitively felt that organizations and management of people in Africa needs a different approach; one that must be deeply embedded in the African context. These business leaders constantly advocate for home-grown solutions, or at least engage in selective adaptation with foreign management practices, for a number of reasons. First, there has always been the sense that any management of organizations which fails to embrace the dictates of the local contexts with deep-rooted knowledge and experience is bound to fail. Second, indigenous business leaders believe that local context knowledge and experience would inspire and empower people to seek 'best practice' initiatives, that would then work as a catalyst to generate local ideas and values that are crucial to effective people management, organization and national development-resilience. Such an approach would also promote self-reliance, confidence and social cohesion. This volume therefore suggests approaches to managing people and organizations that reflect and satisfy the objectives and interests of multiple stakeholders in Africa.

ISBN: 1137337176 (electronic bk.)

Source: 538151Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

2077110
Management
--Africa.Index Terms--Genre/Form:

542853
Electronic books.

LC Class. No.: HD70.A34

Dewey Class. No.: 658

Effective people management in Africa /
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520 $a For many decades, unheard indigenous business leaders and entrepreneurs in Africa, drawing from their ground-level experience, have intuitively felt that organizations and management of people in Africa needs a different approach; one that must be deeply embedded in the African context. These business leaders constantly advocate for home-grown solutions, or at least engage in selective adaptation with foreign management practices, for a number of reasons. First, there has always been the sense that any management of organizations which fails to embrace the dictates of the local contexts with deep-rooted knowledge and experience is bound to fail. Second, indigenous business leaders believe that local context knowledge and experience would inspire and empower people to seek 'best practice' initiatives, that would then work as a catalyst to generate local ideas and values that are crucial to effective people management, organization and national development-resilience. Such an approach would also promote self-reliance, confidence and social cohesion. This volume therefore suggests approaches to managing people and organizations that reflect and satisfy the objectives and interests of multiple stakeholders in Africa.
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