INTERNATIONAL HUMAN RESOURCE MANAGEMENT SRATEGIES OF MULTILATERAL AGENCIES AND SERVICE PERFORMANCE OF THE WORLD HEALTH ORGANISATION IN NIGERIA

Abstract

A significant barrier to the expansion of worldwide organizations’ operations of a multilateral agency is the lack of skilled and competent human resources. Modern global enterprises are more aware of this fact than ever before as a result of the development of the knowledge-based society and the drive to open up emerging markets. This study looked at the service delivery of the World Health Organization in Nigeria and the global human resource management techniques of a multilateral agency. Quantitative content analysis design was ultilised via the administration of structured questionnaire to the 285 respondents using the census survey sampling technique, where the sample size is the population of the study. 

A pilot study was conducted within an interval of two weeks that yielded a correlation coefficient of 0.87, which indicated that the instrument is reliable. Hypotheses were formulated and SPSS 23 was employed for the data analysis and to estimate the regression model accordingly. The result revealed that transfer of human resource policies and practices from the international headquarters to the subsidiary host countries as well as the deployment of personnel from the head office to the host subsidiary offices both have positive and significant effect on the service performance of the World Health organization in Nigeria.

The study recommends that Multi-Lateral Agency (MLA) should always factor in the host country peculiarities and uniqueness in the transfer of policies and practices from the International Headquarters of Multi- Lateral Agency to the host subsidiary offices in order to achieve the predetermined goals and objectives of the MLA as a distinct global entity. The issue of deployment of personnel from the multi- Lateral Agency Headquarters to the subsidiary offices should be handled with utmost care and sensitivity it deserves, because international human resources and intellectual human capital is more significant than the financial assets in building sustainable competitive advantages of a Multi-Lateral Agency in the host country in the final analysis.