Enhancing organizational citizenship behaviors through HRM practices: insights from employee perceptions in Moroccan firms
DOI: https://doi.org/10.3846/bmee.2026.22974Abstract
Research purpose – This study examines the impact of Human Resource Management (HRM) practices: recruitment, training, compensation, and performance evaluation, on employees’ Organisational Citizenship Behaviour (OCB) in Moroccan companies.
Research methodology – A quantitative approach was employed. Data were collected via a structured questionnaire from 209 non-HR employees across various Moroccan companies. Exploratory Factor Analysis (EFA) was conducted to examine the measurement structure, followed by Structural Equation Modelling (SEM) to assess the relationships between HRM practices and OCB.
Findings – HRM practices have a positive and significant influence on OCB. Training and compensation showed notable effects, while recruitment and performance evaluation also contributed to fostering a positive work environment, enhancing employee engagement, and encouraging behaviours beyond formal job requirements. These results highlight the pivotal role of HRM in promoting organisational commitment and discretionary behaviours.
Research limitations – The use of a convenience sample and self-reported data limits generalisability and may introduce bias. The quantitative design does not fully capture the complexity of employee experiences, and data collection faced constraints due to refusals and limited collaboration. The study does not investigate the relationship between HRM practices and counterproductive behaviours, suggesting avenues for future research.
Practical implications – Managers should prioritise transparent recruitment, continuous training, fair compensation, and objective performance evaluations to encourage OCB. These practices help cultivate a motivated and collaborative workforce, supporting organisational productivity and a positive work environment.
Originality/Value – This study contributes uniquely by examining the effect of HRM practices on OCB in the Moroccan context, which remains underexplored. By focusing on employee perceptions, it provides actionable insights for HRM research and policy, helping organisations enhance work behaviour and overall performance.
Keywords:
human resource management practices , Organizational Citizenship Behaviour (OCB), private Moroccan companies, employee perceptions, recruitment, training, compensation, performance evaluationHow to Cite
Share
License
Copyright (c) 2026 The Author(s). Published by Vilnius Gediminas Technical University.
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
Achdani, D., Asmawi, M., & Akbar, M. (2019). The effect of training, mentoring, and self-regulation on the extra-role behavior of personnel in the Navy Supply Service. Journal of Engineering and Applied Sciences, 14(6), 1961–1970.
Ahmed, N. O. A. (2016). Impact of human resource management practices on organizational citizenship behavior: An empirical investigation from the banking sector of Sudan. International Review of Management and Marketing, 6(4), 964–973.
Akbar, Z., & Rohmandiyas, N. A. (2021). The effect of training, compensation and work discipline on employee performance PT. Astra Honda Motor. Journal of Business and Management Studies, 3(2), 218–230. https://doi.org/10.32996/jbms.2021.3.2.23
Al-Ahmadi, A. T., & Mahran, S. M. (2022). Organizational citizenship behavior and job satisfaction from the nurses’ perspective. Evidence-Based Nursing Research, 4(1), Article 9. https://doi.org/10.47104/ebnrojs3.v4i1.230
Albloush, A., & Alhareth Mohammed, A. H. (2020). Impact of organizational citizenship behavior on job performance in Jordan: The mediating role of perceived training opportunities. International Journal of Psychosocial Rehabilitation, 24(5), 5584–5600.
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: A moderated mediation model. The International Journal of Human Resource Management, 24(2), 330–351. https://doi.org/10.1080/09585192.2012.679950
Araka, M., & Dinah, P. (2025). Effects of selected human resource management practices and organizational citizenship behaviour: A case of employees in energy sector organisations in Nakuru County, Kenya. European Journal of Business and Management, 17(5), 85–100.
Ashill, N. J., Carruthers, J., & Krisjanous, J. (2006). The effect of management commitment to service quality on frontline employees’ affective and performance outcomes: An empirical investigation of the New Zealand public healthcare sector. International Journal of Nonprofit and Voluntary Sector Marketing, 11(4), 271–287. https://doi.org/10.1002/nvsm.281
Bagozzi, R. P., & Yi, Y. (2012). Specification, evaluation and interpretation of structural equation models. Journal of the Academy of Marketing Science, 40, 8–34. https://doi.org/10.1007/s11747-011-0278-x
Bal, P. M., & De Lange, A. H. (2015). From flexible human resource management to employee engagement and perceived job performance across the lifespan: A multisample study. Journal of Occupational and Organizational Psychology, 88(1), 126–154. https://doi.org/10.1111/joop.12082
Barattucci, M., Russo, A., Grobelny, J., Santisi, G., & Ramaci, T. (2025). Candidates’ reactions to job application rejections at different phases of the recruitment process: The impact of employability and communication delays on perceived fairness and recruitment selection outcomes. Journal of Management and Organization, 31(5), 2341–2359. https://doi.org/10.1017/jmo.2025.11
Begum, S., Zehou, S., & Sarker, M. A. H. (2014). Investigating the relationship between recruitment & selection practice and OCB dimensions of commercial banks in China. International Journal of Academic Research in Management, 3(2), 146–154.
Beijer, S., Peccei, R., van Veldhoven, M., & Paauwe, J. (2019). The turn to employees in the measurement of human resource practices: A critical review and proposed way forward. Human Resource Management Journal, 31(1), 1–17. https://doi.org/10.1111/1748-8583.12229
Bibi, M., Khan, R. A., & Manzoor, A. (2021). Does organizational politics in the public sector mediate the impact of recruitment and selection on employee performance. Market Forces, 16(1), 105–128. https://doi.org/10.51153/mf.v16i1.447
Bolino, M. C., & Turnley, W. H. (2003). Going the extra mile: Cultivating and managing employee citizenship behavior. Academy of Management Perspectives, 17(3), 60–71. https://doi.org/10.5465/ame.2003.10954754
Borman, W. C. (2004). The concept of organizational citizenship. Current Directions in Psychological Science, 13(6), 238–241. https://doi.org/10.1111/j.0963-7214.2004.00316.x
Borman, W. C., & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10(2), 99–109. https://doi.org/10.1207/s15327043hup1002_3
Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203–221. https://doi.org/10.5465/amr.2004.12736076
Choong, Y. O., Ng, L. P., & Lau, T. C. (2025). Beyond fairness: Exploring organizational citizenship behavior through the lens of self-efficacy and trust in principals. Humanities and Social Sciences Communications, 12, Article 288. https://doi.org/10.1057/s41599-025-04611-7
Connelly, B. L., Certo, S. T., Ireland, R. D., & Reutzel, C. R. (2011). Signaling theory: A review and assessment. Journal of Management, 37(1), 39–67. https://doi.org/10.1177/0149206310388419
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602
Cropanzano, R., Anthony, E. L., Daniels, S. R., & Hall, A. V. (2017). Social exchange theory: A critical review with theoretical remedies. Academy of Management Annals, 11(1), 1–38. https://doi.org/10.5465/annals.2015.0099
Darma, P. S., & Supriyanto, A. S. (2017). The effect of compensation on satisfaction and employee performance. Management and Economics Journal, 1(1), 68–78.
De Geus, C. J. C., Ingrams, A., Tummers, L., & Pandey, S. K. (2020). Organizational citizenship behavior in the public sector: A systematic literature review and future research agenda. Public Administration Review, 80(2), 259–270. https://doi.org/10.1111/puar.13141
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50. https://doi.org/10.1177/002224378101800104
Gamage, A. S. (2014). Employee turnover in manufacturing SMEs in Japan: An analysis of the link with HRM practices. Sabaragamuwa University Journal, 13(1), 17–31. https://doi.org/10.4038/suslj.v13i1.7668
Gould-Williams, J., & Davies, F. (2005). Using social exchange theory to predict the effects of HRM practice on employee outcomes: An analysis of public sector workers. Public Management Review, 7(1), 1–24. https://doi.org/10.1080/1471903042000339392
Guerci, M., Radaelli, G., Siletti, E., Cirella, S., & Rami Shani, A. B. (2015). The impact of human resource management practices and corporate sustainability on organizational ethical climates: An employee perspective. Journal of Business Ethics, 126(3), 325–342. https://doi.org/10.1007/s10551-013-1946-1
Guest, D. E., & Conway, N. (2002). Communicating the psychological contract: An employer perspective. Human Resource Management Journal, 12(2), 22–38. https://doi.org/10.1111/j.1748-8583.2002.tb00062.x
Gupta, N., & Shaw, J. D. (2014). Employee compensation: The neglected area of HRM research. Human Resource Management Review, 24(1), 1–4. https://doi.org/10.1016/j.hrmr.2013.08.007
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2009). Multivariate data analysis (7th ed.). Pearson.
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis: A global perspective (7th ed.). Pearson.
Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2017). A primer on partial least squares structural equation modeling (PLS-SEM). Sage.
Hu, L., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling: A Multidisciplinary Journal, 6(1), 1–55. https://doi.org/10.1080/10705519909540118
Iqbal, M., Qamari, I. N., & Surwanti, A. (2024). Literature review of the organizational citizenship behavior of employees in the public sector. International Journal of Research in Business and Social Science, 13(4), 209–222. https://doi.org/10.20525/ijrbs.v13i4.3344
Jiang, K., Hu, J., Liu, S., & Lepak, D. (2015). Understanding employees’ perceptions of human resource practices: Effects of demographic dissimilarity to managers and coworkers. Human Resource Management, 56(1), 69–91. https://doi.org/10.1002/hrm.21771
Kang, E., & Hwang, H.-J. (2023). How to enhance an employee’s organizational citizenship behavior (OCB) as a corporate strategy. Journal of Industrial Distribution & Business, 14(1), 29–37. https://doi.org/10.13106/jidb.2023.vol14.no1.29
Katou, A. A. (2013). Justice, trust and employee reactions: An empirical examination of the HRM system. Management Research Review, 36(7), 674–699. https://doi.org/10.1108/MRR-07-2012-0160
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 39(2), 366–391. https://doi.org/10.1177/0149206310365901
Khan, A. D. L. Z., & Hossain, M. I. (2020). Impact of perceived compensation practices on organizational citizenship behavior of employees of the Bangladesh ready-made garments industry. World Vision, 13(1), 21–41.
Kilroy, J., Dundon, T., & Townsend, K. (2022). Embedding reciprocity in human resource management: A social exchange theory of the role of frontline managers. Human Resource Management Journal, 33(2), 511–531. https://doi.org/10.1111/1748-8583.12468
Kiogora, G. F., & Njoroge, J. (2021). Human resource practices on employee performance: A case of Kenya revenue authority. International Research Journal of Business and Strategic Management, 3(3), 737–753.
Kline, R. B. (2018). Response to Leslie Hayduk’s review of principles and practice of structural equation modeling (4th ed.). Canadian Studies in Population, 45(3–4), 188–195. https://doi.org/10.25336/csp29418
Koopmans, L., Bernaards, C. M., Hildebrandt, V. H., De Vet, H. C. W., & Van Der Beek, A. J. (2014). Measuring individual work performance: Identifying and selecting indicators. Work: A Journal of Prevention, Assessment & Rehabilitation, 48(2), 229–238. https://doi.org/10.3233/WOR-131659
Makau, M. M., Nzulwa, J., & Wabala, S. W. (2017). Influence of compensation programs on organizational citizenship behavior among employees of Kenya Women Microfinance Bank Limited. The Strategic Journal of Business & Change Management, 4(32), 587–604. https://doi.org/10.61426/sjbcm.v4i4.575
Manenzhe, P. M., & Ngirande, H. (2021). The influence of compensation, training and development on organisational citizenship behaviour. SA Journal of Industrial Psychology, 47, Article a1845. https://doi.org/10.4102/sajip.v47i0.1845
Margahana, H. (2020). The role of organizational citizenship behavior (OCB) towards growth and development of the company. International Journal of Economics, Business and Accounting Research (IJEBAR), 4(2), 303–309. https://doi.org/10.29040/ijebar.v4i02.1104
Marwat, Z. A., Qureshi, T. M., & Ramay, M. I. (2006). Impact of human resource management (HRM) practices on employees’ performance. International Journal, 5(1), 1–5.
Meijerink, J. G., Beijer, S. E., & Bos-Nehles, A. C. (2021). A meta-analysis of mediating mechanisms between employee reports of human resource management and employee performance: Different pathways for descriptive and evaluative reports? International Journal of Human Resource Management, 32(2), 394–442. https://doi.org/10.1080/09585192.2020.1810737
Mo, S., & Shi, J. (2017). Linking ethical leadership to employees’ organizational citizenship behavior: Testing the multilevel mediation role of organizational concern. Journal of Business Ethics, 141, 151–162. https://doi.org/10.1007/s10551-015-2734-x
Mohamed Sobhi Mohamed, S., Ahmed Bassiouni, N., & Diab Ghanem Atalla, A. (2024). The effect of implementing training program on the organizational citizenship behavior model for nurse managers on organizational effectiveness. Alexandria Scientific Nursing Journal, 26(1), 183–195.
Morrison, E. W. (1994). Role definitions and organizational citizenship behavior: The importance of the employee’s perspective. Academy of Management Journal, 37(6), 1543–1567.
Na-Nan, K., Kanthong, S., Joungtrakul, J., & Smith, I. D. (2020). Mediating effects of job satisfaction and organizational commitment between problems with performance appraisal and organizational citizenship behavior. Journal of Open Innovation: Technology, Market, and Complexity, 6(3), Article 64. https://doi.org/10.3390/joitmc6030064
Nazar, A. A. O. (2016). Impact of human resource management practices on organizational citizenship behavior: An empirical investigation from the banking sector of Sudan. International Review of Management and Marketing, 6(4), 964–973.
Oldewage, D., & Jonck, P. (2025). The dark triad traits in the South African workplace: Moderators of career interests and success. Frontiers in Psychology, 16, Article 1588364. https://doi.org/10.3389/fpsyg.2025.1588364
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books.
Pawirosumarto, S., Sarjana, P. K., & Gunawan, R. (2017). The effect of work environment, leadership style, and organizational culture towards job satisfaction and its implication towards employee performance in Parador hotels and resorts, Indonesia. International Journal of Law and Management, 59(6), 1337–1358. https://doi.org/10.1108/IJLMA-10-2016-0085
Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual- and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122–141. https://doi.org/10.1037/a0013079
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513–563. https://doi.org/10.1177/014920630002600307
Ramos, A., & Ellitan, L. (2023). Organizational citizenship behavior and organizational performance: A literature review. J-CEKI: Jurnal Cendekia Ilmiah, 2(4), 354–362.
Rubel, M., & Rahman, M. H. A. (2018). Effect of training and development on organizational citizenship behavior (OCB): Evidence from private commercial banks in Bangladesh. Global Journal of Management and Business Research, 18(8), 70–80.
Rustandi, T., Suadma, U., & Pratami, A. (2023). The influence of competence and compensation on organizational citizenship behavior (OCB) and employee performance of the Indonesian Red Cross in Banten. Riwayat: Educational Journal of History and Humanities, 6(3), 1718–1727.
Salunkhe, H. A., Jain, D., Hinge, P., & Boralkar, M. (2024). Impact of human resource practice on work engagement and turnover intention in information technology companies. SA Journal of Human Resource Management, 22, Article a2723. https://doi.org/10.4102/sajhrm.v22i0.2723
Snape, E., & Redman, T. (2010). HRM practices, organizational citizenship behaviour, and performance: A multi‐level analysis. Journal of Management Studies, 47(7), 1219–1247. https://doi.org/10.1111/j.1467-6486.2009.00911.x
Spence, M. (1978). Job market signaling. In P. Diamond & M. Rothschild (Eds.), Uncertainty in economics (pp. 281–306). Academic Press. https://doi.org/10.1016/B978-0-12-214850-7.50025-5
Sun, L.-Y., Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of Management Journal, 50(3), 558–577. https://doi.org/10.5465/amj.2007.25525821
Sungwa, J. (2025). Strategic human resources management practices are key to small, medium and micro enterprises’ effectiveness in South Africa. SA Journal of Human Resource Management, 23, Article a2763. https://doi.org/10.4102/sajhrm.v23i0.2763
Suryani, N. N., Gama, I. G., & Parwita, G. B. S. (2019). The effect of organizational compensation and commitment to organizational citizenship behavior in the cooperative and small, middle enterprises department of Bali province. International Journal of Contemporary Research and Review, 10(1), 21210–21218. https://doi.org/10.15520/ijcrr.v10i01.643
Tashtoush, L., & Eyupoglu, S. Z. (2020). The relationship between human resource management practices and organisational citizenship behaviour. South African Journal of Business Management, 51(1), Article a1726. https://doi.org/10.4102/sajbm.v51i1.1726
Veseli, A., & Çetin, F. (2023). The impact of HRM practices on OCB-I and OCB-O, with mediating roles of organizational justice perceptions: Moderating roles of gender. Journal of Economics and Management, 46(1), 1–24. https://doi.org/10.22367/jem.2024.46.01
Veth, K. N., Korzilius, H. P. L. M., Van der Heijden, B. I. J. M., Emans, B. J. M., & De Lange, A. H. (2019). Which HRM practices enhance employee outcomes at work across the life-span? International Journal of Human Resource Management, 30(19), 2777–2808. https://doi.org/10.1080/09585192.2017.1340322
Wang, Y., Kim, S., Rafferty, A., & Sanders, K. (2020). Employee perceptions of HR practices: A critical review and future directions. The International Journal of Human Resource Management, 31(1), 128–173. https://doi.org/10.1080/09585192.2019.1674360
Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601–617. https://doi.org/10.1177/014920639101700305
Worku, M. A., & Debela, K. L. (2024). A systematic literature review on organizational citizenship behavior: Conceptualization, antecedents, and future research directions. Cogent Business and Management, 11(1), Article 2350804. https://doi.org/10.1080/23311975.2024.2350804
Xiao, Q., & Cooke, F. L. (2020). Contextualizing employee perceptions of human resource management: A review of China-based literature and future directions. Asia Pacific Journal of Human Resources, 60(2), 252–282. https://doi.org/10.1111/1744-7941.12259
Yanti, P. E. T., & Supartha, I. W. G. (2017). The effect of organizational commitment and job satisfaction on organizational citizenship behavior. E-Journal Management University of Udayana, 6(2), 721–747.
View article in other formats
CrossMark check
Published
Issue
Section
Copyright
Copyright (c) 2026 The Author(s). Published by Vilnius Gediminas Technical University.
License
This work is licensed under a Creative Commons Attribution 4.0 International License.