Human resource strategies for managing knowledge workers: an Afro-Asian comparative analysis

Abstract

We use the model of culture fit to determine the human resource (HR) strategies for managing knowledge workers in two socio-culturally different countries: South Africa (SA) and Singapore. The national culture of SA is ethnically more diverse. Enterprise environment, such as institutional factors, particularly ownership, organization size and industry type, has more HR impact in Singapore than in SA. We found that there were convergent effective HR strategies used for motivating and retaining, but practices were divergent for attracting knowledge workers. When most frequent and ineffective strategies were studied, there were divergent practices. This knowledge of effective strategies being transferred to the two countries from more developed economies is in line with similar HR research.