International Journal of Human Research and Social Science Studies

This study examines how traditional kinship and community values relate to human resource (HR) practices and employee retention in multinational corporations (MNCs) operating in Ghana. It addresses an international HRM challenge: subsidiaries must maintain global standards while responding appropriately to host-country social institutions. Using field-collected survey responses from 312 Ghanaian employees, the study examined a model in which traditional kinship and community values are associated with culturally responsive HR practices and, in turn, employee retention. The three multi-item measures demonstrated satisfactory internal consistency (Cronbach's α = .858–.891). Traditional kinship/community values were positively associated with culturally responsive HR practices (r = .603, p < .001) and employee retention (r = .537, p < .001), while HR practices were positively associated with retention (r = .580, p < .001). Regression analysis showed that kinship/community values predicted HR practices (B = .642, p < .001) and retention (B = .571, p < .001). In the model including both predictors, kinship/community values (B = .313, p < .001) and HR practices (B = .403, p < .001) remained statistically significant. The bootstrapped indirect effect was .258, 95% CI [.183, .346], consistent with partial statistical mediation. The findings suggest that culturally responsive HR practices may be relevant to employees' intention to remain, but the cross-sectional design does not establish causal effects. Recognizing family and community responsibilities should be balanced with transparent, merit-based and nondiscriminatory HR arrangements, while acknowledging diversity in employees' cultural expectations.

traditional kinship, community values, human resource practices, employee retention, multinational corporations, Ghana, culturally responsive HRM

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