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dc.contributor.authorBischoff, Christine
dc.contributor.authorWood, Geoffrey
dc.contributor.editorAkella, Devi
dc.contributor.editorEid, Niveen
dc.contributor.editorSabella, Anton
dc.date.accessioned2021-03-10T22:54:49Z
dc.date.available2021-03-10T22:54:49Z
dc.date.issued2021
dc.identifier.isbn9781799858225
dc.identifier.doi10.4018/978-1-7998-5820-1.ch012
dc.identifier.urihttp://hdl.handle.net/10072/403050
dc.description.abstractThis 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.
dc.description.peerreviewedYes
dc.publisherIGI Global
dc.publisher.placeHershey, PA
dc.relation.ispartofbooktitleCases on Critical Practices for Modern and Future Human Resources Management
dc.relation.ispartofchapter12
dc.relation.ispartofchapternumbers12
dc.relation.ispartofpagefrom259
dc.relation.ispartofpageto275
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchcode1503
dc.titleSouth African MNCs and HR
dc.typeBook chapter
dc.type.descriptionB1 - Chapters
dcterms.bibliographicCitationBischoff, C; Wood, G, South African MNCs and HR, Cases on Critical Practices for Modern and Future Human Resources Management, 2021, pages 259-275
dc.date.updated2021-03-10T04:40:20Z
gro.hasfulltextNo Full Text
gro.griffith.authorWood, Geoffery


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