The hybridization and internationalization of HRM in the Maghreb: Examining the case of commitment and intention to quit amongst employees of multinational companies
Cross Cultural Management: An International Journal
ISSN: 1352-7606
Article publication date: 27 April 2012
Abstract
Purpose
The purpose of this paper is to argue that the direct application of an imported model of human resource management (HRM) is seldom successful. The dissemination and transfer of management practices of European firms to their counterparts in the Maghreb cannot simply be cloned. Indeed, in order to gain legitimacy, internalization of HRM practices of multinationals implemented in the Maghreb must include elements of contingency (culture, religion, etc.). The paper asks: does hybridization have an impact on employee commitment? Does it have an effect upon turnover?
Design/methodology/approach
In total, 187 executives operating within 40 subsidiaries of multinational companies in the Maghreb and employed in HRM positions participated in the survey. Respective hypotheses connected with hybrid models were supported using structural equation modelling procedures.
Findings
The results show that hybridization of HRM practices increases an employee's commitment and reduces the intention to quit.
Research limitations/implications
The present study is limited in particular by the perceptual and self‐report nature of the data assembled.
Practical implications
Multinational companies' image operating in the Maghreb may be enhanced through hybrid HRM practices. Hybrid HRM practices will open new avenues for a Mediterranean collaboration.
Originality/value
This paper advances the state of HRM research in the Maghreb and provides a unique empirical investigation on the consequences of the internationalization of HRM practices in the Maghreb.
Keywords
Citation
Frimousse, S., Swalhi, A. and El Alaoui El Wahidi, M. (2012), "The hybridization and internationalization of HRM in the Maghreb: Examining the case of commitment and intention to quit amongst employees of multinational companies", Cross Cultural Management: An International Journal, Vol. 19 No. 2, pp. 257-270. https://doi.org/10.1108/13527601211219928
Publisher
:Emerald Group Publishing Limited
Copyright © 2012, Emerald Group Publishing Limited