Managing relationships between local and international staff of a multinational organisation in developing countries
Olisemeke Eric, Uwe (2010)
2010
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202401221653
https://urn.fi/URN:NBN:fi:amk-202401221653
Tiivistelmä
Managing human resources for organisational excellence is a critical challenge but managing the diversity associated with having employees from several countries is an even greater challenge, and when the multinational company is based in a developing or third world country, so many issues are raised.
The classification of employees of multinational organisations into local and international staff has implications for the strategies required to enthrone industrial harmony.
This study set out to identify reasons for the classification, determine the attitude of the employees so classified, reveal the problems the classification has engendered in the organisation and ascertain the adequacy of the measures taken to redress these problems.
A sample of 120 respondents was drawn from three oil and gas producing companies (Total Nigeria Plc, Texaco overseas and Shell Pet. Dev.) in Nigeria, data collected was analysed descriptively using percentages and means generated from the Likert-like scales.
It was basically found out that both local employees and their international counterparts agree on some of the perceived reasons but totally disagree on others.
The classification of employees of multinational organisations into local and international staff has implications for the strategies required to enthrone industrial harmony.
This study set out to identify reasons for the classification, determine the attitude of the employees so classified, reveal the problems the classification has engendered in the organisation and ascertain the adequacy of the measures taken to redress these problems.
A sample of 120 respondents was drawn from three oil and gas producing companies (Total Nigeria Plc, Texaco overseas and Shell Pet. Dev.) in Nigeria, data collected was analysed descriptively using percentages and means generated from the Likert-like scales.
It was basically found out that both local employees and their international counterparts agree on some of the perceived reasons but totally disagree on others.