Beyond a region: how corporate social responsibility mediates the relationship between international human resource management and multinational corporation performance

Purpose Multinational corporations (MNCs) often face challenges in aligning global staffing and performance appraisal practices with sustainable performance in dynamic and diverse environments. These gaps reveal the need for mechanisms that strengthen the HRM–performance link. The purpose of this study, therefore, is to examine how corporate social responsibility (CSR) mediates the relationship between international human resource management practices and MNCs performance. Design/methodology/approach A survey research design was adopted, with a population of 777 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 regression. Findings The results of this study indicate that both global staffing and performance appraisals significantly influence MNCs performance. Furthermore, CSR was found to fully mediate the relationship between performance appraisal and MNCs’ performance, while it fully mediates the impact of global staffing on MNCs performance. Originality/value This study provides a novel perspective on how corporate driven HR strategies enhance global competitiveness by examining the mediating role of CSR on the relationship between IHRM and MNCs’ performance.