Impact of HRM Practices on Social Performance: Mediating Role of both Satisfaction and Affective Commitment in Multicultural Context
Soumia BENBAHIA, Omar RAJÂA

Abstract
Developing organizational commitment and employee satisfaction is one of the major objectives of both big companies and SMEs. The purpose of this paper is to demonstrate how human resources management practices HRMP, can help to have engaged and satisfied employees in their work, and how these human resources attitudes can influence the social performance in the organization. A relationship explained on the basis of social exchange theory and realized through employee survey case study among staffs of a Chinese international group operating in Morocco. The objective is to study the correlation between HRM practices, affective commitment, satisfaction and social performance which was measured by the variables of individual performance, absenteeism and intention to quit in a multicultural context. The results of the analysis reveal that implemented HRM practices influence employee affective commitment partially, and influence their satisfaction significantly and positively. The study exposed also the link between those variables, while highlighting the factors that impact them, such as working conditions, lack of training and insufficient or incomplete personal understanding.

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