Over decades, indigenous management practices and their values in Africa have changed from time to time. However, it continued to remain relevant in most business organisations in developing countries. Today in Africa and across the globe, there is a paradigm shift and stiff competition in human resource management practices as a basic element for effective and efficient business organisations’ performance. Effective human resource management practices and performance of organisations rely on the integration of indigenous management practices and sound strategies aligned to cultural values and cores business objectives. The study covers four regions of Africa as a continent. Empirical teachings of the study form a basis for active reforms and innovations, so as to revamp the use of indigenous knowledge, which was deliberately destroyed by colonial masters. Over the years, human resource management practice has evolved in favour of Western strategies and ideologies. Advocates for curriculum reforms in all African countries so as to incorporate indigenous knowledge content, since it is believed to be the future of Africa. An appropriate employees management practice in Africa is a necessary move in today’s business community as it enhances service delivery and performance. The application of indigenous management practices is believed to play a vital role and invokes effective decision-making practices in the business organisation. Therefore, the chapter traces the origin of indigenous wisdom and its fundamental structure in management practices. This chapter attempts to throw light on indigenous management practices and their values in business organisations in Africa.

Introduction

Africa like any other continent had enjoyed indigenous management practices prior to its colonisation and influence of Western mechanisms and ideologies (Kiiza & Basheka, 2018). The chapter is organised as follows: first, it begins with introduction, followed by a brief background description in which observations of various form of human resource management practices are made, and moves to methodology, the origin of indigenous human resource management practices in the four sub-regions of Africa, which includes west and North of Africa, East and North of Africa, Central and South Africa (Horwitz & Budhwar, 2015). Finally, the chapter provides a way forward for curricular reforms to support the assertions of capacity building and strategies to be done in order to improve the human resource management practices and community-based models that are relevant to African perspectives (Horwitz & Budhwar, 2015). It also gives suggestions and strategies that ensure effective human resource management in business organisations. It is notable that Africa’s management practices have evolved from time to time based on the influence of different cultural values and social environment. The introduction of the Western mechanisms and strategies is no harm, but it is a deliberate attempt in destruction of the indigenous knowledge in the society. This chapter, therefore, attempts to critically examine the underlying factors that pose a hindrance to the effective application of indigenous knowledge in management practices. The study covers four regions of Africa exploring the management practices of business organisations. The empirical evidence and teachings call for reforms and integration of indigenous knowledge in human resource management practices. The chapter, therefore, views the need and demand for curricular review by incorporating concepts of indigenous knowledge. This approach paves the way for indigenous knowledge deliverance due to its potential in decision-making processes. Indigenous knowledge is necessary for the society; it contrasts with the global knowledge systems from universities and higher institutions of learning. Moreover, it also fuels community participation and sustainable development in Africa (Kiiza, 2017). This chapter critically examines indigenous management practices in Africa and serves as a guide to educators and practitioners. We strongly believe that application of indigenous knowledge in management practices in Africa is imperative and it should be respected by all business organisations in Africa. It is worthwhile to note that an indigenous management practice in Africa is unique in its context and practice across the continent, because it observes the cultural values and norms of the society. Most of the African business organisations and institutions have great reverence for their socio-culture values and community beliefs that are binding (Reiche, Stahl, Mendenhall, & Oddou, 2016). These indigenous core values are based on distinctive identities of the sovereignty of African states. The chapter suggests to African educators and managers to integrate the indigenous knowledge submissions in management practices. Indigenous knowledge in human resource management practices largely depends on the perception of the practitioners.