International Human Resource Management Practices and Expatriate Adjustment in Nigerian Subsidiaries of Multinational Firms

This research investigates the international human resource management (IHRM) practices employed by multinational firms in managing expatriate adjustment in their Nigerian subsidiaries. Effective expatriate management is critical to multinational performance in challenging emerging market environments such as Nigeria, where security concerns, cultural distinctiveness, infrastructure deficits, and regulatory complexity present adjustment challenges for foreign-assigned personnel. The study adopts a survey and interview-based design, collecting data from 60 expatriate managers currently assigned to multinational subsidiaries in Lagos and Abuja and from 20 IHRM directors and human resource business partners responsible for expatriate programmes. Data are analysed using descriptive statistics, correlation analysis, and thematic coding of interview narratives. The theoretical framework draws on the adjustment model of Cerdin and Black and Mendenhall's expatriate adjustment framework. The study examines pre-departure preparation programmes, cross-cultural training, family support services, housing and security provisions, performance management practices for expatriates, and localisation planning, evaluating their influence on general adjustment, work adjustment, and interaction adjustment in the Nigerian context. Findings are expected to indicate that comprehensive pre-departure cultural orientation and robust family support mechanisms are the strongest predictors of successful expatriate adjustment in Nigeria. Recommendations are directed at multinational IHRM practitioners on tailoring expatriate management programmes to the specific challenges of the Nigerian operating environment. Keywords: expatriate management, IHRM, adjustment, Nigeria, multinational firms