Abdelaziz Swalhi, Saloua Zgoulli and Mahrane Hofaidhllaoui
The purpose of this paper is to propose two models: the first examines the impact of different dimension of justice (distributive, procedural and interactional) on job performance…
Abstract
Purpose
The purpose of this paper is to propose two models: the first examines the impact of different dimension of justice (distributive, procedural and interactional) on job performance taking into consideration the mediating role of affective commitment and the second model utilizes the notion of overall justice to predict job performance considering the mediating role of affective commitment.
Design/methodology/approach
This study was conducted with a sample group of 343 employees working within French small-and medium-sized enterprises (SMEs).
Findings
The results support the mediating role of affective commitment between organizational justice and job performance and demonstrate that overall justice has a greater effect on affective commitment than specific dimensions of justice.
Originality/value
The current study is the first to explore the relationship between JP and OJ, with the latter being measured in more than one focus, in the French SMEs. Therefore, this study contributes to bridge the gap in the understanding of the relationship between OJ and JP in the SMEs. In the French context of SMEs, the authors have stressed the relevance of the perception of organizational justice as a factor affecting the behavior and performance of employees which is then reflected in the success of these firms. In this paper the authors propose two models, with significant implications for researchers, managers, and HR departments. The first examines the impact of different dimension of justice (distributive, procedural and interactional) on job performance taking into consideration the mediating role of affective commitment. The second model utilizes the notion of overall justice to predict job performance considering the mediating role of affective commitment.
Details
Keywords
Soufyane Frimousse, Abdelaziz Swalhi and Mouna El Alaoui El Wahidi
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…
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.