Abstract/Summary

This thesis explores the phenomenon of diverse workforces, comprising of expatriates and host country nationals (HCNs) working in International Development Organisations (IDOs). Nigeria is used as a research site to address specific and related research questions (RQs) regarding how HRM practices impact expatriates and HCNs' workplace relationships. It also addresses how the COVID-19 pandemic has affected the allocation of human resources within these IDOs, as well as how these changes affect individual's careers. Three empirical papers address the key RQs. The first empirical paper examines expatriates' and HCNs' perceptions of HRM practices within IDOs. These practices also generate outcomes, which ultimately influence how these two groups relate. A second empirical paper describes some imbalance caused by increased investment in remote working technologies during the pandemic, affecting expatriates and HCNs roles. The thesis acknowledges that IDOs are structured differently. Thus, IDOs respond differently to COVID-19 pressures and changes. Thirdly, organisations should understand why expatriates and HCNs pursue specific career paths. During time 1 of data collection, the career orientations of HCNs and IDO expatriates are further explored in a third empirical paper. During the COVID-19 pandemic, these attributes tend to fade. The thesis contributes to both theory and practice. It considers multiple stakeholder perspectives. Interviews are conducted with expatriates, HCNs, HR managers, and government agency representatives. Therefore, employee perceptions of HRM practices, and government agencies' objectives and procedures are clarified. These can also be linked to IDO’s HRM and wider organisational practices and to give a clearer depiction of the phenomena. A partially longitudinal design is also used to study human resource allocation and the career orientations of expatriates and HCNs. Within the context of IDOs in Nigeria, the study compares two distinctive groups of workers and offers valuable managerial implications.