**8. Conclusion**

The one-size-fits-all rationale of western-developed HR practices has been criticised to overlook the particularities of the local business environment. More importantly, it failed to consider the role of people's cognition of HR practices in disparate contexts. In this chapter, I reviewed the contextual factors and the implied meanings of HR practices in Nigeria. I evaluated different attribution patterns that may be at play among employees in the country based on their social and ethnic affiliations as well as the influence of line managers' paternalism in the HR attributional process. Based on the analyses, I suggested that implementing a contextually fit HRM might trigger unique causal attributions among employees, which could have implications for their motivation, behaviour, and performance.
