Reassessing the Practices of IHRM in Chinese MNCs in Africa

With increasing investment by Chinese MNCs in Africa, the challenges to find appropriate IHRM policies and practices in their operation have emerged. To ensure the achievements of their strategic goals and competitiveness, Chinese MNCs need to formulate and apply effective practices of IHRM. In detail, the different contexts of Chinese and African organizations understore the need for MNCs to ensure their IHRM practices operate in line with both the specific local situations and organizations' standardized policies. For those reasons, the aim of this paper is to explore the practices of IHRM and related issues. To achieve the aim of this work is to explore the practices of IHRM in Chinese MNCs in Africa, considering the specific factors that influence the balance of IHRM and related issues. To achieve the aim, three models will be proposed from a critical perspective. It focuses on the analysis of IHRM policies and practices in Chinese MNCs in Africa and the influence of internal and external factors on the transfer of IHRM from Chinese headquarters to African subsidiaries.