Perceived HR practices and employee performance
Mediating effects of affective commitment and moderating effects of transformational leadership
Bibliographic Data
| ID | 19487884 |
|---|---|
| Authors | Imane Hasinat (Sidi Mohamed Ben Abdellah University), Malika Soulami (Sidi Mohamed Ben Abdellah University, corresponding author), Salma Nassim (Sidi Mohamed Ben Abdellah University), Saad Benchekroun (Instituto Superior da Maia), Sofia Loulidi (0000-0003-4754-8877, Sidi Mohamed Ben Abdellah University) |
| Year | 2026 |
| Volume | 11 |
| Pages | 1840147-1840147 |
| Publication date | 2026-06-17 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Frontiers in Sociology (JOURNAL) |
| Journal identifiers | ISSN: 2297-7775 • E-ISSN: 2297-7775 |
| Publisher | Frontiers Media SA (PUBLISHER • CH) |
| DOI | 10.3389/fsoc.2026.1840147 |
| PMID | 42388714 |
| OpenAlex | W7165016525 |
| Language | EN |
| References cited | 64 |
Orientation: In a context characterized by intense competition and profound organizational change, individual employee performance has become a strategic concern for organizations. Human resource management practices play a central role in shaping employee attitudes and behaviors, which highlights the need to better understand how these practices influence individual performance. Research purpose: This study investigates the impact of perceived human resource management (HRM) practices on multidimensional individual performance in Moroccan small and medium-sized enterprises (SMEs), examining the mediating role of affective commitment and the moderating effect of transformational leadership. Motivation for the study: Despite the growing body of research examining the relationship between human resource management practices and employee performance, limited studies have simultaneously integrated the mediating role of affective commitment and the moderating role of transformational leadership. In a context characterized by rapid organizational transformations, understanding these mechanisms is crucial for supporting sustainable organizational performance. Research approach and method: This study adopted a quantitative research design. Based on an extensive literature review, a conceptual model and research hypotheses were developed. Data were collected through an online questionnaire administered to Moroccan employees, yielding 152 valid responses, which were analyzed using partial least squares structural equation modeling (PLS-SEM). Main findings: The results show that perceived HR practices positively influence task, contextual and adaptive performance while reducing counterproductive work behavior. The findings also confirm the partial mediating role of affective commitment and the moderating role of transformational leadership in this relationship. Practical/managerial implications: The findings suggest that organizations should implement effective and supportive HR practices to enhance employee performance and strengthen affective commitment. In addition, fostering transformational leadership behaviors may reinforce the positive effects of HR practices on employee outcomes and contribute to improved organizational performance. Contribution/value add: This study contributes to the HRM-performance literature by proposing and empirically testing a moderated mediation model that integrates perceived HR practices, affective commitment and transformational leadership in explaining individual performance. By providing empirical evidence from the Moroccan context, the study extends existing research on the mechanisms through which HR practices influence employee outcomes in emerging economies
Competitive advantage · Context (archaeology) · Human resource management · Human resources · Moderation · Organizational commitment · Perceived organizational support · Structural equation modeling · Transformational leadership · AI and HR Technologies · Job Satisfaction and Organizational Behavior · Organizational and Employee Performance
HRM and Performance
Partial Least Squares Structural Equation Modeling (PLS-SEM) Using R
Employee Attributions of the “Why” of Hr Practices
How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms
Covid-19 and the workplace
Human resource management and employee well‐being
The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance
Research and theory on high‐performance work systems
Partial Least Squares Structural Equation Modeling
Evidence that task performance should be distinguished from contextual performance.
Weekly work engagement and performance
Conceptual Frameworks of Individual Work Performance
A New Model of Work Role Performance
Theoretical Perspectives for Strategic Human Resource Management
A three-component conceptualization of organizational commitment
Perceived organizational support
Social Exchange Theory
Comparison of Convenience Sampling and Purposive Sampling
Transformational Leadership in India
Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement
Social Behavior as Exchange
| Highly cited | No |
|---|