Human Resource Practices and Job Performance: Insights from Public Administration

Abstract

The Moroccan government has taken several initiatives to improve HR practices in the public sector, with the aim of enhancing the performance of civil servants and thereby improving the quality of public administration services. Therefore, this study employs the PLS-SEM technique to investigate the influence of HRM practices on job satisfaction, affective commitment, and in-role job performance within public administrations. The dataset was collected online from 390 Moroccan civil servants. The results indicate that recruitment and selection (RSE), training (TRA), compensation (COM), employment security (ESE), and internal career opportunities (ICOs) had a positive impact on job satisfaction (JSA). Likewise, RSE, TRA, and ICOs improved affective commitment (ACO). In addition, JSA and ACO enhanced in-role job performance (RJP). These findings provide valuable theoretical implications and practical guidelines for policymakers on how to adapt HR practices to enhance civil servants’ job satisfaction and affective commitment, ultimately improving their in-role job performance levels.

1. Introduction

The function of HR is no longer limited to merely supporting other departments within the organization; on the contrary, individuals are now seen as resources to be optimized [1]. Since the advent of the human relations school, the human element has been identified as the cornerstone of management activities, providing a sustainable competitive advantage [2].

The success of organizations, whether public or private, is contingent upon the performance of their human capital. Human capital plays a key role in enhancing productivity and prosperity for any organization [3]. Therefore, its development becomes imperative by adopting a diverse range of HRM practices. In this way, human resource management (HRM) practices enhance employee skills and motivation, as well as contribute to the achievement of organizational objectives through technical skills and creativity [4]. These practices serve as a driver for mobilizing human capital, which encompasses several dimensions and involves various aspects such as motivation, engagement, job satisfaction, and performance [5,6].

Recognizing the potential benefits of HRM in public administration, the Moroccan government has embarked on several initiatives to modernize HRM by recognizing the human element as crucial for administrative reform [7,8]. In this respect, a management approach focused on the rationalization of human resources has been adopted, aiming to provide administrative structures with the necessary skills [9]. This includes the adoption of decrees unifying the status of civil service corps to simplify management procedures, reduce corporatism, and encourage mobility. The government has also been working on a new remuneration system based on function and performance. Likewise, skills-based management has been implemented with the participation of all ministries to develop common job and skills reference frameworks, facilitating the alignment between positions and qualifications [10]. In addition, methodological guides for workforce and skills forecasting have been developed. A gender equality program in the civil service has also been launched, aiming to increase women’s participation. Finally, a national continuous training strategy has been implemented to improve employee skills and enrich their professional careers.

In line with this, several measures related to the enshrinement of the values of transparency and equal opportunities in employment in public administrations have been adopted. According to the Ministry of Digital Transition and Administrative Reform, these measures involved amending certain provisions of the general regulations of the civil service under Law No. 50.05 amending and supplementing Royal Decree No. 1.58.008 of 24 February 1958, which constitutes the general regulations of the civil service. These amendments are considered an integral part of the overall government program aimed at updating and developing the civil service system.

Several studies conducted in different contexts have confirmed the positive role of HR practices in improving various outcomes, such as job satisfaction [11], affective commitment [12], job performance [13], and organizational performance [14]. However, despite this evidence supporting the effectiveness of HR practices in private organizations, the ways in which these practices influence the value creation in the public sector remain largely unexplored [15].

The current study aims to shed more light on the role of HR practices in the public sector by exploring the link between these practices and employee outcomes in the Moroccan public administration. This study seeks to contribute to the gap in the literature that exists in HR practices in developing countries [16,17]. As the nature of work and employee expectations are continually evolving, this research addresses a critical research gap by exploring how HR practices can effectively meet the changing needs of civil servants in the Moroccan public administration, as well as how they can help to enhance their job satisfaction, affective commitment and ultimately, job performance. Therefore, the study addresses the following central research question:

Which HRM practices influence the job satisfaction, affective commitment, and in-role job performance of civil servants in the Moroccan public administration?

To address this main question, the current study aims to explore the following questions:

How do HR practices impact civil servant satisfaction and affective commitment in Morocco’s public administration?

How do job satisfaction and affective commitment influence in-role job performance in Morocco’s public administration?

To address these research questions, a quantitative approach is employed, utilizing data collected online from 390 Moroccan civil servants. The data are analyzed using the PLS-SEM technique to test the study model. The findings indicate that public HR practices positively influence civil servant job satisfaction and affective commitment, which, in turn, significantly enhance in-role job performance within public administrations.

The rest of this paper is organized as follows. Section 2 outlines a recent body of knowledge concerning HRM practices, job satisfaction, and job performance. Section 3 provides a justification for the selected hypotheses and presents the study model. Section 4 explains the study’s materials and methods. Section 5 provides the study’s results derived from data analysis using the PLS-SEM approach. Section 6 discusses the study’s findings. The last section focuses on the study’s conclusions, pointing out its managerial and theoretical implications, highlighting its limitations and suggesting some guidelines for future studies.

2. Literature Review

2.1. Human Resource Management Practices

HRM practices are a major topic in public management research [18]. HR practices refers to “the organizational activities directed at managing the pool of human capital and ensuring that the capital is employed towards the fulfilment of organizational goals” [19]. These practices encompass HRM routines and techniques that guarantee the effective implementation of HRM policies [20]. In the Arab Middle Eastern context, Aboramadan [21] demonstrated that implementing high-performance work systems could enhance employees’ job performance, foster organizational citizenship behavior, and promote innovative work behavior.

Regarding the operationalization of HRM practices, there is no consensus among researchers about the practices to adopt when conducting research [22]. Table 1 presents a selection of studies that have examined the role of HR practices in the public sector in Arab countries with cultural characteristics similar to those of Morocco.

Table 1. Previous studies on the role of public HR practices in Arab countries.

Ref.	Country	Method	HRM Practices’ Dimensions	Results
[23]	Jordanian public Sector	Quantitative study, stratified random sampling, 600 participants.	Recruitment and selection, training and development, employee relations, compensation and benefits, and health and safety.	HR practices significantly influenced high burnout levels and moderate job satisfaction among healthcare workers.
[24]	Healthcare sector in Jordan	Quantitative study, population sample design, 92 participants.	Recruitment and selection, training, compensation and benefits, performance appraisals, and internal career opportunities.	HR practices significantly influenced performance in hospitals.
[25]	UAE public sector	Quantitative study, SEM technique, 396 participants.	Salary, training and development, performance appraisal, remuneration, and employee attitude.	HR practices, including salary, training, performance appraisal, remuneration, and employee attitude, positively influenced employee productivity.
[26]	Saudi Arabia public sector	Quantitative study, SEM technique, 236 HR managers.	HRM practices, training and development, performance appraisal, and compensation and reward.	HR practices significantly affected employee satisfaction and retention, with the organizational ethical climate serving as a mediating factor.
[27]	Libyan public sector	Systematic sampling technique, multiple regression analysis, 176 participants.	HR planning, training and development, staffing, compensation and reward, and performance appraisal.	The adoption of HR practices led to significant HR outcomes.

Table 1. Previous studies on the role of public HR practices in Arab countries.

Ref.	Country	Method	HRM Practices’ Dimensions	Results
[23]	Jordanian public Sector	Quantitative study, stratified random sampling, 600 participants.	Recruitment and selection, training and development, employee relations, compensation and benefits, and health and safety.	HR practices significantly influenced high burnout levels and moderate job satisfaction among healthcare workers.
[24]	Healthcare sector in Jordan	Quantitative study, population sample design, 92 participants.	Recruitment and selection, training, compensation and benefits, performance appraisals, and internal career opportunities.	HR practices significantly influenced performance in hospitals.
[25]	UAE public sector	Quantitative study, SEM technique, 396 participants.	Salary, training and development, performance appraisal, remuneration, and employee attitude.	HR practices, including salary, training, performance appraisal, remuneration, and employee attitude, positively influenced employee productivity.
[26]	Saudi Arabia public sector	Quantitative study, SEM technique, 236 HR managers.	HRM practices, training and development, performance appraisal, and compensation and reward.	HR practices significantly affected employee satisfaction and retention, with the organizational ethical climate serving as a mediating factor.
[27]	Libyan public sector	Systematic sampling technique, multiple regression analysis, 176 participants.	HR planning, training and development, staffing, compensation and reward, and performance appraisal.	The adoption of HR practices led to significant HR outcomes.

The studies previously outlined imply that there are no clear sets of practices commonly described as “best HRM practices” that are uniformly applied within all organizations [28]. The variety of approaches employed to define HRM practices depends closely upon the study context and the specific objectives to be achieved [29]. Hence, HRM practices should be adjusted and refined according to each organization’s context, in order to best meet its specific needs.

For the successful implementation of new public sector management, it is essential to adopt a comprehensive and integrated approach to HRM. This approach emphasizes the development of employees’ capabilities while ensuring their goals align with the overarching objectives of the public organization [30].

The current study focused on five key HRM practices relevant to civil servants in the Moroccan public administration. These practices were recruitment and selection [31], training and development [32], compensation and rewards [33], internal career opportunities [34], and job security [35]. We selected these specific practices based on the context of our research and the particular goals we aimed to achieve [29].

• The recruitment and selection processes are a highly dynamic, complex, and crucial element of HRM within organizations [36]. Recruitment involves identifying potential candidates for a job, whereas the selection process entails meticulously choosing the right individuals for the position [37]. As indicated Mohammad et al. [24], recruitment and selection are crucial practices for an organization’s success because finding the right employees can enhance and sustain performance.
• Training is crucial for offering employees the chance to enhance their skills and performance while also gaining a comprehensive understanding of the organization’s expectations [38]. Given the importance of human capital as a resource, organizations frequently invest in training programs to boost their employees’ skills and capabilities [39].
• Compensation and benefits encompass the total financial and non-financial incentives provided to employees as acknowledgment for their contributions [40].
• Internal career opportunities are designed to foster professional mobility within the organization. In other words, they offer employees opportunities for advancement and development within the organization, thereby stimulating talent retention and boosting job satisfaction [41].
• Employment security refers to an individual’s continued employment with the same organization without any reduction in tenure, salary, pension rights, or other benefits [42].

2.2. Job Satisfaction

Job satisfaction is a major area of focus in both HRM and public management [43]. This concept is frequently examined in the context of organizational behavior, and serves as the measure of employees’ degree of satisfaction in relation to their current tasks [44]. It pertains to “pleasurable or positive emotional state resulting from the appraisal of one’s job” [45]. It encapsulates the array of emotions that employees undergo concerning the tasks they carry out in their workplace [46].

Job satisfaction involves various facets of work experience [47]. It includes both positive and negative attitudes, integrating knowledge, evaluations and opinions about work “cognitive aspect”. It also encompasses emotions and feelings linked to the work environment “affective aspect”, as well as the individual predispositions and concrete actions of the employee’s “behavioral aspect” in relation to his or her professional responsibilities [48].

In the current study, we considered job satisfaction in the context of public administration as the fulfillment and contentment that civil servants feel in their job, based on goal progress, the use of their strengths, alignment with initial expectations, and fit with career aspirations.

2.3. Affective Commitment

Affective commitment is one of the most widely studied concepts in HRM research [49]. Commitment describes “the force that binds an individual to a course of action of relevance one or more targets” [50].

Meyer and Allen [51] formulated a three-dimensional framework of organizational commitment, including affective, normative, and continuance commitment. This three-dimensional approach is widely considered as the main conceptual framework in the HRM domain [52,53]. Affective commitment refers to an identification and involvement with an organization, while normative commitment stems from a sense of obligation, and continuous commitment reflects a perceived need to remain with an organization [54]. Among these three dimensions, affective commitment has been shown to exert the strongest influence across a range of work performance indicators [55].

For the current study, we focus on affective commitment, which reflects the civil servant’s emotional attachment towards the public administration, resulting from a profound identification with its values and objectives. Such affective attachment leads to a strong desire to keep working in the public sector.

2.4. In-Role Job Performance

Job performance represents a key challenge for all public and private organizations [56]. It describes how an employee performs his or her work-related tasks. For workers and employers alike, performance is of paramount importance, since it inevitably influences decision-making regarding promotions, dismissals, salary increases and rewards [44].

In-role job performance refers to behaviors and actions that are explicitly outlined in an employee’s job description [57]. These behaviors are integral to the job and are directly aimed at supporting the functioning and objectives of the organization. In-role performance involves fulfilling core job responsibilities in a manner that aligns with organizational goals [58].

In the current study, we adopted an in-role job performance approach which embraced civil servants’ professional skills and proactive behaviors [59]. This approach corresponds to the expectations of Moroccan public sector organizations of their civil servants, which are clearly expressed in the detailed performance requirements of job descriptions.

3. Hypotheses Development

3.1. HRM Practices and Job Satisfaction (JSA)

A number of HR studies have examined the correlation between HR practices and job satisfaction [60]. At this level, Pradhan et al. [61] investigated the influence of HR practices on job satisfaction through the analysis of the mediating role of engagement. There findings indicated that diverse HR practices, such as internal career opportunities, employment security, training, engagement, and job descriptions, significantly contributed to enhanced employee satisfaction within public sector organizations in India. Likewise, Paşaoğlu and Tonus [62] empirically supported the hypothesis that HRM practices, including recruitment, staff selection, training and development, positively influenced job satisfaction.

Several studies have shown a significant and positive influence of training on job satisfaction [63]. Past studies have suggested that organizations which offer training help their employees to enhance their knowledge and skills, boost their job satisfaction, and strengthen their organizational commitment [61]. Costen and Salazar [64] pointed out that employees who acquired more skills through training showed higher levels of job satisfaction. As such, training constitutes an important element in business success, having a direct and positive impact on job satisfaction [65].

Pertiwi and Supartha [66] found that compensation significantly influenced job satisfaction through recognition of the value of work performed and by meeting employees’ financial needs. As such, equitable and competitive compensation helped to enhance the employee’s sense of recognition and well-being, thereby positively influencing overall satisfaction within the work environment [11]. Permana et al. [67] confirmed the influence of compensation and career development on job satisfaction. Other studies have conclusively shown the positive influence of job security on employee satisfaction [68]. These studies have highlighted that the guarantee of a stable job seems to play an essential role in strengthening the sense of satisfaction within employees, thereby underscoring the importance of job security in fostering a positive work environment.

While numerous studies have identified a positive correlation between HRM practices and job satisfaction, this perspective was contested by certain researchers.

Although many studies have found a positive link between HRM practices and job satisfaction, this view was challenged by some of the researchers [69]. For instance, Hauret et al. [69] stated that a high level of HR exposure alone was inadequate to enhance job satisfaction when considering employees’ perceptions of HRM. Based on the above studies, we propose the following hypotheses:

Hypothesis 1 (H1).

HRM practices positively influence JSA.

Hypothesis 1.1 (H1.1).

RSE positively influences JSA.

Hypothesis 1.2 (H1.2).

TRA positively influences JSA.

Hypothesis 1.3 (H1.3).

COM positively influences JSA.

Hypothesis 1.4 (H1.4).

ICOs positively influence JSA.

Hypothesis 1.5 (H1.5).

ESE positively influences JSA.

3.2. HRM Practices and Affective Commitment (ACO)

Previous studies have demonstrated that HRM practices positively influence and enhance employee affective commitment [70]. In the same vein, it has been confirmed that HRM practices integrated into employees’ daily routines, such as reward and recognition processes, have been identified as factors that enhance affective commitment [37]. As such, employees become more committed to the organization when they benefit from strategic HRM based on formal training systems, internal career development, results-oriented performance appraisals, job security, employee voice and participation, as well as performance-based compensation [71]. Furthermore, Alhassan [72] revealed that employees who perceive training to be easily available show a higher level of affective commitment than those who do not. Additionally, Maheshwari and Vohra [73] concluded that training equips employees with skills that improve their ability to understand organization processes and further elevate their commitment. Likewise, Muleya et al. [74] confirmed that career development practices are essential in enhancing employees’ affective commitment. In the context of family businesses, it was verified that career development has a direct and significant influence on affective commitment [75]. Based on the above studies, we propose the following hypotheses:

Hypothesis 2 (H2).

HRM practices positively influence ACO.

Hypothesis 2.1 (H2.1).

RSE positively influence ACO.

Hypothesis 2.2 (H2.2).

TRA positively influences ACO.

Hypothesis 2.3 (H2.3).

COM positively influences ACO.

Hypothesis 2.4 (H2.4).

ICOs positively influence ACO.

Hypothesis 2.5 (H2.5).

ESE positively influences ACO.

3.3. Job Satisfaction (JSA) and In-Role Job Performance (RJP)

Prior studies confirmed the positive role of job satisfaction as a predictor of job performance [76]. In other words, satisfied workers were supposed to perform better than unsatisfied ones [44]. According to the prior literature, in-role job performance is determined by activities aligned with formal tasks, duties, and responsibilities as specified in a job description [77]. Mira et al. [78] revealed a positive association between employees’ job satisfaction and their performance. Others scholars have also confirmed the positive influence of job satisfaction upon in-role job performance [79].

From a different perspective, McGuigan et al. [80] asserted that the connection between job satisfaction and job performance was weak. By analyzing the link between job satisfaction and performance through a meta-analysis, Bowling [81] concluded that the commonly believed causal link between job satisfaction and job performance was overstated. This was justified by showing that when controlling for factors such as general personality traits, work locus of control, and organization-based self-esteem, the satisfaction-performance association was significantly weakened and in some instances, nearly eliminated. From previous studies, we can propose that:

Hypothesis 3 (H3).

JSA positively influences RJP.

3.4. Affective Commitment (ACO) and In-Role Job Performance (RJP)

Several previous studies confirmed that affective commitment led to significant employee results, especially in terms of enhanced job performance [82]. This type of commitment significantly affects both role-based performance and innovative work behavior [83]. Employees who feel an affective commitment towards their organization consider its goals as their own and put considerable effort into achieving them [84]. In turn, these high levels of effort are very likely to significantly boost job performance [85].

From another perspective, some researchers posited that the link between commitment and job performance in the workplace appeared to be relatively complex and not consistently strong. Although there were some forms of commitment that were associated with higher performance, there were others without the same effect [86].

In the public context, Tidjani et al. [87] confirmed that employees demonstrated higher levels of performance when their affective commitment towards public administration was high. Considering previous studies’ findings, we can advance the following hypothesis:

Hypothesis 4 (H4).

ACO positively influences RJP.

Figure 1 illustrates the research model developed from the previous literature.

4. Materials and Methods

4.1. Measurement Scales

This study employed specific measurement scales to assess various constructs. HR practices were measured using 16 items selected from previous studies, with specific subcategories measured using items selected from various sources [88,89,90]. More precisely, training, compensation, internal career opportunities, and employment security were each measured using three items, while recruitment and selection were measured using four items. Affective commitment was assessed using four items selected from [91]. Finally, the job satisfaction was measured using four items, and in-role job performance was measured using four items [92]. Furthermore, a Likert-type scale consisting of five levels and ranging from one to five was utilized (Appendix A). This approach offered a means to gather respondents’ perceptions of HR practices in public administration.

4.2. Sampling and Data Collection Technique

The study population consisted of civil servants in the Moroccan public administrations. Regarding the sampling technique, the present study followed a probability sampling method. Through the utilization of this method, we guaranteed an equitable chance for every Moroccan administrator to be included in our study.

As per the data provided by the Moroccan Ministry of Digital Transition and Administrative Reform, the total count of civil service employees deployed in 2021 was 493,654, aligning with the population under consideration for this study. To determine the sample size, the widely utilized method is the Krejcie and Morgan procedure [93]. Consequently, utilizing Krejcie and Morgan’s formula, we computed the size of the representative sample for this study as follows (1).

$$\mathrm{s}={\displaystyle \frac{{\mathrm{X}}^2 \mathrm{N}\mathrm{P}\left(1-\mathrm{P}\right)}{{\mathrm{d}}^2\left(\mathrm{N}-1\right)+{\mathrm{X}}^2 \mathrm{P}\left(1-\mathrm{P}\right)}}$$

(1)

where s refers to the required sample size, N refers to the population size which was about 493,654 public administrators; X² is the chi-square table value for 1 degree of freedom at a specific confidence level (3.841); p is the population proportion (0.50); and d is the degree of accuracy (0.05). When applying this formula, it is essential for the acceptable sample size (2) to be greater than 384.

$$\mathrm{R}\mathrm{e}\mathrm{q}\mathrm{u}\mathrm{i}\mathrm{r}\mathrm{e}\mathrm{d} \mathrm{s}\mathrm{a}\mathrm{m}\mathrm{p}\mathrm{l}\mathrm{e} \mathrm{s}\mathrm{i}\mathrm{z}\mathrm{e}\left(\mathrm{s}\right)={\displaystyle \frac{{\left(1.96\right)}^2\times \mathrm{493,654}\times 0.5\left(1-0.5\right)}{{0.05}^2\left(\mathrm{493,654}-1\right)+{\left(1.96\right)}^2\times 0.5\left(1-0.5\right)}}=384$$

(2)

For data gathering, we employed an online self-administered questionnaire, disseminated among administrators of the Moroccan public administrations. The online survey was conducted through a multi-channel approach, including e-mail and social networks (e.g., WhatsApp and Facebook). All participants were thoroughly briefed on the research purpose, how their data would be used, and assured of anonymity, with no identified risks involved. This data-gathering phase occurred over a span of two months, from 10 April to 12 June 2023. Opting for an online survey as the research method boosted study objectivity, allowing participants to engage independently and impartially without influence from the researcher [94]. The questionnaire was organized according to two parts. The first part covered the respondents’ profile, while the second part focused on measurement scales for various research variables. During the data collection, a total of 390 valid responses were received, representing a sample size considered appropriate and fully representative of the study population.

4.3. Study Participants

Table 2. Participants’ profile (n = 390).

Construct	Category	Frequency	Percent
Gender	Female	153	39.23%
	Male	237	60.77%
Age	18–26 years	53	13.59%
	27–36 years	195	50.00%
	37–46 years	113	28.97%
	More than 46 years	29	7.44%
Marital status	Single	140	35.90%
	Married	241	61.79%
	Divorced	9	2.31%
Education level	Associate degree (BAC + 2)	85	21.79%
	Bachelor’s degree (BAC + 3)	101	25.90%
	Master’s degree (BAC + 4/BAC + 5)	193	49.49%
	PhD (BAC + 8)	11	2.82%
Job grade	1st grade administrator	64	16.41%
	2nd grade administrator	140	35.90%
	3rd grade administrator	115	29.49%
	3rd grade technician	71	18.21%
Employment tenure	Less than two years	54	13.85%
	From 2 to 4 years	21	5.38%
	From 4 to 6 years	129	33.08%
	More than 6 years	186	47.69%

offers an overview of the sociodemographic characteristics of the study participants. In terms of gender distribution, males constituted the majority at 60.77%, surpassing females who made up 39.23%. Concerning participant age, the dataset reflected a diverse age spectrum, with the highest frequency observed among individuals aged 27 to 36 years, comprising 50% of the sample.

Marital status details revealed that the majority of respondents were married (61.79%). The educational landscape was multifaceted, with a notable presence of individuals having completed a master’s degree, representing 49.49%. Job grades exhibited diversity, with a considerable number in the 2nd-grade administrator category (35.90%). Related to employment tenure, a substantial percentage of study participants held a tenure exceeding six years, comprising 47.69%.

4.4. Data Analysis Technique

Before conducting the data analysis, we conducted Harman’s single-factor test to examine the presence of common method variance (CMV). This test revealed that a single factor accounted for 43.126% of the total variance, indicating no serious problem in CMV in the gathered dataset. After confirming the absence of CMV, we processed the collected data using PLS-SEM through SmartPLS 4 software. This method involves the assessment of both the measurement model and the structural model. The initial phase involves evaluating the measurement model by examining convergent validity and discriminant validity. Subsequently, the inner model assessment encompasses various criteria such as the coefficient of determination, the predictive relevance, the effect size, and the model goodness of fit [95].

5. Results

5.1. Outer Models’ Assessment

The application of the PLS-SEM technique involves assessing the measurement and structural model [96]. Figure 2 illustrates that all remaining element loadings exceeded the threshold of 0.7.

Table 3. Reliability and validity.

Construct	Item	Loadings	α	rho_a	rho_c	AVE
Training	TRA1	0.947	0.924	0.925	0.952	0.869
	TRA2	0.919
	TRA3	0.929
Compensation	COM1	0.967	0.954	0.961	0.970	0.915
	COM2	0.943
	COM3	0.959
Recruitment and selection	RSE1	0.817	0.838	0.859	0.887	0.664
	RSE2	0.850
	RSE3	0.831
	RSE4	0.758
Employment security	ESE1	0.870	0.886	0.892	0.929	0.815
	ESE2	0.942
	ESE3	0.894
Internal career opportunities	ICO1	0.894	0.882	0.884	0.927	0.808
	ICO2	0.897
	ICO3	0.906
Job satisfaction	JSA1	0.794	0.846	0.862	0.898	0.691
	JSA2	0.690
	JSA3	0.917
	JSA4	0.904
Affective commitment	ACO1	0.886	0.911	0.912	0.938	0.790
	ACO2	0.875
	ACO3	0.889
	ACO4	0.905
In-role job performance	RJP1	0.811	0.886	0.903	0.921	0.745
	RJP2	0.845
	RJP3	0.927
	RJP4	0.864

summarizes the outer model convergent validity examined in this study, namely training (TRA), compensation (COM), recruitment and selection (RSE), employment security (ESE), internal career opportunities (ICOs), job satisfaction (JSA), affective commitment (ACO), and in-role job performance (RJP). The Cronbach’s alpha values for all constructs ranged from 0.846 to 0.954, indicating strong internal consistency. Additionally, the average variance extracted (AVE) values, ranging from 0.664 to 0.915, suggested that each construct shared a substantial proportion of variance with its measures. The values for rho_c and rho_a surpassed 0.7, indicating a high degree of composite reliability.

Table 4. Fornell–Larcker Criterion.

	ACO	COM	ESE	ICO	JSA	RJP	RSE	TRA
ACO	0.889
COM	0.511	0.956
ESE	0.403	0.473	0.903
ICO	0.602	0.625	0.596	0.899
JSA	0.760	0.522	0.503	0.574	0.831
RJP	0.584	0.376	0.425	0.555	0.648	0.863
RSE	0.478	0.309	0.341	0.332	0.400	0.619	0.815
TRA	0.537	0.696	0.519	0.657	0.564	0.495	0.313	0.932

demonstrates that the square root of the AVE for each construct surpassed its correlations with other constructs, providing robust evidence of discriminant validity in accordance with the Fornell–Larcker criterion.

The Heterotrait–Monotrait (HTMT) matrix (

Table 5. Heterotrait–monotrait ratio (HTMT) matrix.

	ACO	COM	ESE	ICO	JSA	RJP	RSE	TRA
ACO
COM	0.548
ESE	0.450	0.509
ICO	0.669	0.680	0.672
JSA	0.864	0.579	0.580	0.660
RJP	0.640	0.408	0.473	0.616	0.737
RSE	0.513	0.318	0.372	0.343	0.431	0.657
TRA	0.586	0.737	0.570	0.724	0.642	0.547	0.325

) illustrates the discriminant validity of the constructs in the model by examining the correlations between them. The HTMT matrix shows that all values fell below 0.9, with the highest value being 0.864, indicating strong discriminant validity.

5.2. Inner Model Assessment

Table 6. R², Q² predict, and GoF values.

Endogenous Constructs	R2	Q2 Predict	Calculated GoF
Job satisfaction (JSA)	0.448	0.434	0.5986
Affective commitment (ACO)	0.478	0.462
In-role job performance (RJP)	0.440	0.407

provides an evaluation of the inner model based on the coefficient of determination, Q² predict, and the goodness of fit (GoF). The R² values for the three endogenous constructs, i.e., job satisfaction, affective commitment, and in-role job performance, were 0.448, 0.478, and 0.440, respectively, indicating a high level of their determination. Likewise, the corresponding Q² predict values for these constructs were all above zero. Furthermore, the calculated GoF value was 0.59.

Table 7. Inner model evaluation and hypotheses testing.

Hypothesis			β	t	p	f2	Supported
H1	H1.1	RSE→JSA	0.176	4.573	0.000	0.047	Yes
	H1.2	TRA→JSA	0.208	3.141	0.002	0.033	Yes
	H1.3	COM→JSA	0.116	2.114	0.035	0.011	Yes
	H1.4	ICO→JSA	0.216	4.239	0.000	0.038	Yes
	H1.5	ESE→JSA	0.151	2.832	0.005	0.025	Yes
H2	H2.1	RSE→ACO	0.291	7.629	0.000	0.137	Yes
	H2.2	TRA→ACO	0.156	2.462	0.014	0.020	Yes
	H2.3	COM→ACO	0.108	1.726	0.084	0.010	No
	H2.4	ICO→ACO	0.361	6.774	0.000	0.110	Yes
	H2.5	ESE→ACO	−0.043	0.747	0.455	0.002	No
H3		JSA→RJP	0.483	6.547	0.000	0.176	Yes
H4		ACO→RJP	0.217	2.967	0.003	0.035	Yes

displays the outputs of the inner model assessment. These findings indicate that among HRM pratiques, recruitment and selection (β = 0.176, t = 4.573, p = 0.000), training (β = 0.208, t = 3.141, p = 0.002), compensation (β = 0.116, t = 2.114, p = 0.035), internal career opportunities (β = 0.216, t = 4.239, p = 0.000), and employment security (β = 0.151, t = 2.832, p = 0.005) positively influenced job satisfaction.

Moreover, the findings revealed that among the five HRM practices selected in this study, only three had a direct and significant influence on affective commitment. More precisely, the results showed that recruitment and selection (β = 0.291, t = 7.629, p = 0.000), training (β = 0.156, t = 2.462, p = 0.014), and internal career opportunities (β = 0.361, t = 6.774, p = 0.000), positively influenced affective commitment. However, HRM practices related to compensation and employment security had no significant effect on affective commitment. Lastly, job satisfaction (β = 0.483, t = 6.547, p = 0.000) and affective commitment (β = 0.217, t = 2.967, p = 0.003) positively influenced in-role job performance (Figure 3).

6. Discussions and Conclusions

6.1. Discussions

6.1.1. HRM Practices and Job Satisfaction

We hypothesized a significant and positive influence of HRM practices on job satisfaction (H1), considering five distinct practices, i.e., recruitment and selection (H1.1), training (H1.2), compensation and rewards (H1.3), internal career opportunities (H1.4), and employment security (H1.5). The findings confirmed the positive and significant influence of these practices on job satisfaction. These findings are in agreement with previous studies, which support that HRM practices, especially recruitment practices (H1.1), positively influence job satisfaction [62,97].

According to the research results, civil servants’ training has a positive and significant influence on their level of job satisfaction (H1.2). These results underline the strategic importance of investing in civil servants’ professional development to foster a more rewarding and fulfilling work environment. They also indicate that the acquisition of skills and knowledge through training contributes positively to civil servants’ overall appreciation of their work. These findings are consistent with previous studies that have examined the association between these two variables in different contexts [32,63]. For instance, several studies have shown that organizations that offer training programs enable employees to enhance their knowledge and skills, which in turn boosts their job satisfaction [61,98].

The study findings also confirmed a significant impact of compensation and rewards on job satisfaction (H1.3). Accordingly, financial incentives positively contribute to improving job satisfaction among civil servants in Morocco. These results are in line with previous empirical studies, which suggest that fairly competitive salaries play a crucial role in reinforcing feelings of recognition and well-being, positively influencing employee satisfaction [11]. In other words, employees who express satisfaction with HRM practices in terms of compensation and job-related rewards within their organizations also show higher levels of job satisfaction [67,99].

In line with prior literature [61], we confirmed that internal career opportunities played a central role in improving employee satisfaction in the public sector (H1.4).

The research findings have also confirmed that employment security had a significant and positive influence on job satisfaction (H1.5). These results are consistent with prior research, which has supported the significant role of job security in enhancing job satisfaction in both private [68,100] and public sectors [61].

6.1.2. HRM Practices and Affective Commitment

In the study model, we proposed that HRM practices have a direct and positive influence on civil servants’ affective commitment (H2). The results showed that three specific practices, i.e., recruitment and selection (H2.1), training (H2.2), and internal career opportunities (H2.4), positively influence affective commitment. These findings are consistent with previous studies [71]. Mugizi and Nuwatuhaire [101] argued that recruitment and selection positively impacted on employees’ emotional commitment. According to conclusions from Al Adresi and Darun [71], employees showed higher organizational commitment when they benefited from formal training systems, internal career development opportunities, results-driven performance appraisals, job security, employee voice and participation, and performance-based compensation.

As opposed to the hypotheses outlined in our research model, compensation and rewards (H2.3), as well as employment security (H2.5), showed no significant impact on Moroccan civil servants’ affective commitment. These results can be explained in terms of Morocco’s specific public administration context, where job security is generally guaranteed, and a significant part of the salary depends directly on the administrator’s grade. As such, for civil servants, these elements drive job satisfaction rather than emotional attachment. Thus, although job security and compensation can contribute to employee satisfaction, they do not necessarily encourage emotional commitment, as civil servants may see them as normative aspects of their working environment rather than as elements that strengthen their emotional link with the public administration.

These findings are inconsistent with prior work stipulating employees tend to show a higher commitment to their organization when HR management adopts a strategic approach incorporating various elements, including job security and performance-based compensation [71]. Based on a study conducted with 210 participants in India and using the PLS-SEM technique, Bashir and Venkatakrishnan [102] empirically established that various components of HR management played a significant role in enhancing employees’ affective commitment. Specifically, they demonstrated that recruitment, selection, and training directly and positively influenced employees’ affective commitment

6.1.3. Role of Job Satisfaction and Affective Commitment in Enhancing Job Performance

The findings supported the positive association between job satisfaction and civil servants’ in-role job performance (H3). This is consistent with the conclusions of previous work which confirmed a positive effect of employee job satisfaction on employee job performance [79,103].

These findings also supported the significant impact of affective commitment on civil servants’ job performance (H4). These conclusions are in line with previous work, which confirmed that affective commitment was associated with significant employee outcomes, especially in terms of job performance improvement [82,83]. Employees who demonstrate an affective commitment towards their organization consider its goals as their own, thereby putting significant effort in achieving them [84]. More precisely, Tidjani et al. [87] confirmed that individuals perform better when they show a high level of affective commitment with the public administration.

6.2. Study Implications

While prior studies have investigated the role of HR practices in a public-sector context by focusing on limited HR outcomes, such as employee satisfaction [27], employee productivity [25], and performance [24], the current study extends these works by examining three different outcomes, including employees’ attitudes (job satisfaction), affective states within the workplace (affective commitment), and in-role job performance. Hence, our study makes a valuable theoretical contribution by demonstrating the direct influence of HR practices on job satisfaction and affective commitment, which in turn lead to improved in-role job performance within the context of public administration in a developing country. More precisely, the study findings indicate that recruitment and selection, training, compensation, employment security, and internal career opportunities positively influence job satisfaction. Additionally, recruitment and selection, training, and internal career opportunities have a direct effect on affective commitment. Consequently, both job satisfaction and affective commitment enhance in-role job performance. These insights expand existing models and provide theoretical implications for the field of organizational behavior and HRM in public administration [104].

From a managerial perspective, the current study reveals a number of important conclusions which could guide Moroccan public decision-makers regarding the ways in which HRM practices can boost the level of satisfaction and affective commitment of civil servants, which in turn can improve their performance levels.

Furthermore, the implications of our findings extend beyond job performance; they also highlight the potential for public administrations to cultivate a workforce that is more engaged and responsive to societal challenges, including environmental issues. By fostering job satisfaction and affective commitment, civil servants may become more proactive in addressing environmental concerns, leading to more effective policy implementation and sustainable practices within their communities.

Boselie et al. [15] emphasized that the value-added of public-sector HR remained relatively unexplored and needed to be examined empirically. They also highlighted the importance of aligning HR strategies and practices with the unique challenges and dynamics of the public sector. From this perspective, the present study investigated the outcomes of HR practices tailored to the Moroccan public administration context. As a result, this study clearly showed that recruitment and selection played a significant role in shaping the affective commitment and job satisfaction of civil servants. Accordingly, public sector managers are urged to implement effective recruitment and selection policies to attract talent whose values, skills, and aspirations align closely with those of the organization.

The findings also supported the positive influence of training on job satisfaction and civil servants’ affective commitment. As such, policy-makers in the public sector are strongly encouraged to provide comprehensive training policies and programs for their civil servants. Such training programs should be made available to new recruits and geared towards developing their problem-solving skills. In this way, the Moroccan government is urged to introduce an aspirational system of skills development and lifelong learning, offering individuals the opportunity to rectify their initial educational trajectory, acquire new skills and qualifications in promising fields, update their professional knowledge, and become involved in the process of development and innovation.

Moreover, the findings suggest that public decision-makers in the Moroccan public administration should mobilize strategies to introduce HR incentive practices, especially in terms of compensation, in order to improve civil servants’ satisfaction levels. In addition to providing compensation increases, it is recommended that an incentive system be put in place to encourage a practice that correlates rewards with civil servants’ performance. This approach would not only help to increase motivation within the Moroccan public administration but would also enhance the overall efficiency of public services.

The results also revealed the key role played by employment security in building a positive work climate. Put another way, when civil servants have confidence in their employment security, this can help boost their job satisfaction. These findings suggest that public administrations need to adopt HRM practices designed to foster a sense of job stability among their staff. In Morocco’s education sector, educational syndicates and the Ministry of National Education, Primary Education and Sports have agreed on amendments to the new draft statutes for ministry civil servants, intended to safeguard existing achievements and enhance the material and moral conditions of education employees. This approach, based on employment security and pay justice, will strengthen workers’ confidence in the system, promote productivity, and contribute to a robust and ethical civil service.

We also found that opportunities for career development played a key part in enhancing civil servants’ affective commitment. Civil servants who perceive clear opportunities for advancement within their organization are most likely to feel valued, committed, and satisfied with their work. For this reason, public decision-makers are well advised to promote internal mobility and career development policies that enhance civil servants’ well-being and commitment. Finally, Moroccan public administration decision-makers are urged to attach more strategic importance to public servants’ satisfaction and affective commitment as a way of further optimizing their contribution to organizational effectiveness.

6.3. Limitations and Future Studies

The current study contains a number of limits that can be addressed as intriguing areas of research. While the study provides valuable insights into public HRM practices and their outcomes, the generalizability of the results to the entire Moroccan public sector may be limited. This limitation could be addressed in future studies by employing a larger sample that includes diverse regions across Morocco. The second limitation relates to the proposed conceptual model, which was developed solely based on the existing literature without a qualitative exploratory approach. To address this, future research could adopt a qualitative approach involving civil servants in public administration to better contextualize the model. Another promising direction for future research involves extending the study model by incorporating additional variables, such as organizational citizenship behavior and organizational performance. Moreover, future studies should explore the mediating role of culture and organizational climate in the relationship between public HRM practices and job performance in public administrations. Lastly, further research could investigate the role of HR information systems in enhancing civil servants’ innovation outcomes.