The hybridization and internationalization of HRM in the Maghreb

Soufyane Frimousse (), Abdelaziz Swalhi and Mouna El Alaoui El Wahidi
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Soufyane Frimousse: UPP - Université Pascal Paoli
Abdelaziz Swalhi: UPP - Université Pascal Paoli, MRM - Montpellier Research in Management - UM1 - Université Montpellier 1 - UPVM - Université Paul-Valéry - Montpellier 3 - UM2 - Université Montpellier 2 - Sciences et Techniques - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School
Mouna El Alaoui El Wahidi: ESADE - École supérieure d'administration et de direction d'entreprises = Escola Superior d'Administració i Direcció d'Empreses [Ramon Llull University]

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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: Maghreb; Morocco; Algeria; Tunisia; Libya; Mauritania; Human resource management; Employees turnover; Multinational companies; Internationalization of HRM; Hybridization; Commitment; Intention to quit; Convergence (search for similar items in EconPapers)
Date: 2012
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Published in Cross Cultural Management: An International Journal, 2012, 19 (2), pp.257-270. ⟨10.1108/13527601211219928⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02042522

DOI: 10.1108/13527601211219928

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