Purpose: This paper examines Western multinational enterprises’ (MNEs) application of ethnocentrism in human resource management (HRM) practices utilised in their subsidiaries in Ghana. The practices examined include recruitment and selection, training and development, performance management and rewards management. Design/methodology: The paper draws on interviews with 13 managers and 24 employees as well as documentary analysis in 8 British, European and US MNEs in Ghana. Findings: The findings indicate that weak institutions in the local context, coupled with the technologically and economically advanced nature of Western countries compared to Ghana, account for ethnocentric HRM practices in MNEs’ Ghanaian subsidiaries. Practical implications: The paper highlights that Ghanaian companies might learn from, and adapt, selected Western HRM practices to improve their competitiveness. Originality/value: Utilising institutional theory, the paper extends extant research on ethnocentrism in HRM practices of Western MNE subsidiaries in other developing economies to Ghana; one of the fastest growing African economies.

中文翻译：

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以种族为中心的人力资源管理实践：来自加纳的西方跨国公司的证据

目的：本文研究了西方跨国企业 (MNE) 在其加纳子公司使用的人力资源管理 (HRM) 实践中种族中心主义的应用。审查的做法包括招聘和选拔、培训和发展、绩效管理和奖励管理。设计/方法：本文借鉴了对 13 名经理和 24 名员工的采访以及对加纳的 8 家英国、欧洲和美国跨国公司的文献分析。调查结果：调查结果表明，与加纳相比，西方国家在技术和经济上的先进性，加上当地制度薄弱，导致跨国公司加纳子公司的人力资源管理实践以种族为中心。实际意义：该论文强调了加纳公司可以学习并适应，选择西方人力资源管理实践来提高他们的竞争力。原创性/价值：利用制度理论，本文将现有的关于其他发展中经济体的西方跨国公司子公司人力资源管理实践中的种族中心主义研究扩展到加纳；非洲增长最快的经济体之一。