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Implications for INGO Management Process

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Human Resource Management in International NGOs

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Abstract

This chapter presents an analytical interpretation of the HRM policies and practices of INGOs in Kenya. Both the recruitment strategies and selection practices of INGOs in Kenya appear limited in comparison to Western management theory and industry practice. A comparison of participation theory and practice identifies a recent shift in partnership relations, with a move to formalisation of relations and adoption of partnership agreements. Management discourse illustrates perceptions of participation and available methods, highlighting the power relations among and between stakeholder groups. Finally, the study returns to Purcell et al.’s (2003, Understanding the People and Performance Link: Unlocking the Black Box. London: CIPD) model of the relationship between HRM and performance to provide context to the study’s findings. The chapter concludes with an identification of the potential implications and impact of INGO HRM policies and practices on organisational performance.

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Authors and Affiliations

  1. University of Wisconsin-Whitewater, Whitewater, USA

    Carol Brunt

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  1. Carol Brunt
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Brunt, C. (2016). Implications for INGO Management Process. In: Human Resource Management in International NGOs. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-57306-3_5

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