case suggests that the way companies operate is almost like in America. The major dif-
ference is just geographical location.
Angola is a different story because multinationals in the oil sector have recruited
Angolans in most of the technical and managerial positions due to the availability of the
required competencies (Redman & Wilkinson 1999). These achievements were a result
of an earlier government decision to train Angolans abroad in different disciplines, in-
cluding engineering. This has helped the multinational companies to reduce the labour
costs of employing expatriates and also open up industrial linkages with the oil produc-
tion. This is a case of a win – win situation in international human resource manage-
ment.
In Mozambique, where local people are employed and have a big role to play in de-
cision making on human resource management, human resource functions are highly
influenced by cultural factors common in Africa. This includes networking in recruit-
ment, use of informal training, poor pay, informal concessions between managers and
staff, willingness to adjust working conditions to suit individual interests, willingness to
provide leaves at short notice, and pay salaries in advance when in difficulties. How-
ever, in a good number of foreign companies, particularly South African, human re-
source practices are advanced but moderated to take care of the local environment with-
out jeopardising performance and profits. Therefore, these three cases give credit to the
role of the domestic environment in determining the extent to which host organisations
and countries can gain or lose from globalisation in human resource management. In
these cases political and cultural factors seem to be predominant.
Coca Cola Kwanza Tanzania Ltd
Coca Cola Kwanza is a subsidiary of South African Breweries Company Ltd and has
adopted human resource management policies similar to those that apply in South Af-
rica, and their branches in other countries including Kenya, Uganda, Ethiopia, Namibia,
Mozambique, Vietnam, and Singapore. It is noted that human resource laws in these
countries matched with South African laws or were reviewed to accommodate legal
requirements of foreign companies. This was a necessary step for attracting foreign di-
rect investment. For example, the Tanzanian employment and labour law of 2007 has all
the necessary legal provisions applicable anywhere in the world. In terms of human re-
source management functions, there are flexibilities. For example, while the govern-
ment regulations would state that pay for employee transport during leave should con-
sider the place of birth, in Coca Cola Kwanza, all employees are paid a flat rate of Tshs
135,000. Salaries are based on performance and the cost of living, standard of living of
a particular country and the rate of inflation are taken into consideration. For example,
in Tanzania, the minimum salary is Tshs 150,000 per month. Depending on the extent to
which the employee is able to exceed performance targets, the salary can be increased
incrementally up to Tshs 300,000 per month for the same employee.