Harmonising traditional African values with modern HR practices

Compiled by Jonas Ileka

“The general situation for the average African, is that while they struggle to learn and understand the Western ways of work life and try to use techniques for problem solving prescribed by Western theories and models, they never really forget their culture and the pressure that comes from it.” – O. Iguisi (Nigerian Scholar)

Often the solutions that we seek are right under our noses. In the pursuit of effective management practices, organisations often draw inspiration from various sources. However, an overlooked source is the cultural values which are deeply rooted in African societies. African scholar, Osarumwense Iguisi argues that the starting point in changing perceptions about human resource management is to harmonise cultural values with Western management assumptions. The question, then, is how do we harmonise cultural values with modern HR management practices?

This article explores how HR can use African cultural values to improve how we manage people across the employee life cycle.

Recruitment and Succession

In African traditional systems, individuals are selected for specific roles or jobs based on their proven ability to perform such tasks successfully. The selection of a successful candidate depends on their skills, expertise, loyalty, and family background. For instance, when selecting the right candidate for succession to a throne in some traditional societies, an oracle or the ancestral spirits are consulted to confirm divine authority. This practice was depicted in Marvel Studio’s recent Black Panther: Wakanda Forever movie. This approach can be likened to modern methods like psychometric assessment and reference checks, emphasising the importance of understanding individuals’ unique skills, qualities, and background.

Induction and onboarding

In traditional African communities, induction into a clan or high position is accompanied by initiation practices, such as oath-taking, instilling a sense of belonging and commitment. These practices and associated ceremonies normally have three phases that ethnographer Arnold van Gennep calls the rites of passage, namely: the rites of separation, the rites of transition, and the rites of incorporation. During rites of transition, initiates are given instructions and advice in preparation for their expected new roles in society.

In the modern business setting, oaths of allegiance and offices are administered through the swearing on the Bible or Koran during appointment to important public offices such as those of President, Ministers, Judges, and specialist roles such as Doctors. Oaths have been shown to increase allegiance, accountability, and commitment of organisation members to the achievement of its objectives. Organisations can incorporate oath-taking into modern organisational induction processes, especially for board members, executives, managers, and other key positions. Moreover, new employees should be assigned mentors and sufficient resources to guide them through the transition and support their assimilation into the new work environment.

Training

Traditional African communities value apprenticeship and holistic personal development. Africans also highly regard oral traditions, often told by elders, that inform them of their history. When such traditions are relayed, a sort of consciousness is aroused in the oftenyounger listener, that generates a feeling of identity and attachment to one’s “roots”.

Organisations can leverage this approach by providing continuous training on relevant competencies while promoting positive cultural values. Moreover, employees should periodically be reminded of the history of the organisation. Through these initiatives, organisations can nurture a strong sense of identity, attachment, and appreciation for the organisation’s history.

Discipline and Conduct

Discipline holds great importance in African culture, with unwritten codes of conduct governing traditional professions. In the traditional African community, family members were deeply concerned about upholding their family’s reputation and avoiding bringing shame to the family. Meanwhile, leaders were expected to lead by example and in the best interest of the group, while the young are expected to respect their elders. However, discipline was enforced for any member who violated community standards, regardless of their rank or social status. Organisations can promote a sense of fairness, and shared responsibility and accountability by applying traditional principles of discipline to modern management.

Motivation and Reward Systems

Traditional African societies motivate individuals through non-materialistic means, encouraging individuals to emulate the great deeds of those who came before them and preserving family honour. Organisations can adapt this approach by complementing material rewards with status symbols, such as public recognition and employee recognition walls, that honour individuals’ achievements. Incorporating historical and cultural aspects into recognition programs fosters a deep sense of pride and belonging, boosting employee morale and motivation. These should, however, not be seen as a substitute for a competitive salary and other monetary rewards.

Employee Welfare

Traditional African societies place great importance on communal welfare, where the welfare of each African is the responsibility of every member of the community. This approach to community, as it were, made everyone his brother’s keeper. By embracing this cultural value, organisations can foster an inclusive environment where all employees feel valued and supported. Prioritising the welfare of all, rather than a select few, aligns with the inherent feminist and welfare-oriented nature of African culture and contributes to a more harmonious and productive workplace.

HR practitioners can tap into timeless wisdom by embracing African cultural values and blending it with modern management practices to create a work environment that is inclusive, purpose-driven, and aligned with the cultural heritage of its employees.

*This article is based on research by Professor Osarumwense Iguisi h ps://www.acarindex.com/pdfler/ acarindex-6193-7237.pdf