Résumé
History in the Maghreb has shaped a context that is marked by outside influences that continue to interact with and weigh upon the management practices and tools of businesses. Management seems to be a new form of domination. Dissemination of the principle of rationality, the cult of performance, jargon, techniques and the organization of materials imposes a hegemonic model of organization. The direct application of an imported model is seldom successful. The dissemination and transfer of management practices cannot simply be cloned. From this perspective, hybridization, which mixes external elements with contingency factors, seems to enrich the discussion about the convergence and/or divergence of HRM practices between European firms and their counterparts in the Maghreb. As a process of synthesis and conciliation, does hybridization reduce psychological and management stresses? Does it have an impact on employee commitment? Does it have an effect upon turnover?