Do subsidiaries of MNEs demonstrate a convergence across their HRM practices in a less developed host-country? Evidence from Ghana

The institutionalist perspective has become an important theoretical lens to examine whether subsidiaries of MNEs demonstrate a convergence across their HRM practices in a less developed host country. We report on multiple case study evidence involving five MNEs subsidiaries originating from the UK, France, Germany and India operating in Ghana. We applied thematic and cross-case analysis techniques to explore similarities and differences in their HRM practices. We found that the five (5) MNEs subsidiaries demonstrate more convergence across their HRM practices as well as other HRM characteristics. Despite the similarities in the HRM practices, we also found that all the five case study MNEs subsidiaries HRM practices were similar to corporate headquarters HRM practices. It appears that the host-country have less influence in driving their convergence but rather the country-of-origin effect, competitive isomorphic pressure and global integration benefits were driving their convergence across their HRM practices.