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This paper considers Human Resource Management in an African setting, specifically in the West-Central African country of Cameroon, a country with over 27 million inhabitants. The different influences on HRM practices in Cameroon are unpacked from qualitative interviews within different types of companies and from secondary sources. The findings point to a complex mix of local, imported and adapted HRM practices in a simultaneous flux of adoption, redesign, and disuse by companies in the country. The fluidity of the HRM model that is practised in Cameroon is underscored, as a constantly evolving and changing system, in alignment with the macro-, meso-, and micro-levels contextual features that shape, and are in turn influenced by, HRM approaches in Cameroon. We contribute to critical, international and contextual HRM in the Global South through evidence-based narratives within operating companies in Cameroon, discerning the key practices and influencing factors of HRM within the political, economic, institutional, historical, and organizational contexts of Cameroon. [ABSTRACT FROM AUTHOR]