How organizational learning mediates the nexus between international human resource management and multinational corporation performance

Purpose Studies have shown that multinational corporations (MNCs) struggle to match their global hiring and performance reviews with their learning processes, specifically at Unilever PLC, which results in uneven performance across countries and hinders the sharing of knowledge in fast-changing global settings. This study then intends to research how organizational learning mediates the interface between international human resource management (IHRM) and multinational performance. Design/methodology/approach A survey research design was adopted, with a population of 770 employees from Unilever Nigeria Plc. Using Taro Yamane’s sample size formula, a sample of 263 respondents was selected through simple random sampling. Data were collected via a structured questionnaire following ethical approvals and confidentiality assurances. The analysis was conducted using partial least squares for the inferential statistics to test for the hypothesis formulated and descriptive statistics via Statistical Package for Social Sciences to analyze demographic information of the respondents. Findings The results indicate that both global staffing and performance appraisals significantly influence MNC performance. Furthermore, organizational learning was found to fully mediate the relationship between performance appraisal and MNC performance, while it partially mediates the impact of global staffing on performance. Originality/value This study provides a novel perspective on how learning-driven HR strategies enhance global competitiveness by examining the mediating role of organizational learning in the relationship between IHRM and MNC performance.