Purpose – The purpose of this paper is to argue that the direct application of an imported model of human resource management (HRM) is seldom successful. The dissemination and transfer of management practices of European firms to their counterparts in the Maghreb cannot simply be cloned. Indeed, in order to gain legitimacy, internalization of HRM practices of multinationals implemented in the Maghreb must include elements of contingency (culture, religion, etc.). The paper asks: does hybridization have an impact on employee commitment? Does it have an effect upon turnover? Design/methodology/approach – In total, 187 executives operating within 40 subsidiaries of multinational companies in the Maghreb and employed in HRM positions participated in the survey. Respective hypotheses connected with hybrid models were supported using structural equation modelling procedures. Findings – The results show that hybridization of HRM practices increases an employee's commitment and reduces the intention to quit. Research limitations/implications – The present study is limited in particular by the perceptual and self‐report nature of the data assembled. Practical implications – Multinational companies' image operating in the Maghreb may be enhanced through hybrid HRM practices. Hybrid HRM practices will open new avenues for a Mediterranean collaboration. Originality/value – This paper advances the state of HRM research in the Maghreb and provides a unique empirical investigation on the consequences of the internationalization of HRM practices in the Maghreb.