Multinational Companies' Human Resource Management Practices' and their Organizational Culture Impact on Employees' Loyalty: Case of Japanese Multinational Company in Morocco
Abstract The Japanese economy has made a huge leap since WWII and strategically placed itself as one of the world's leading powers. The Japanese Human Resources Management (HRM) system is thought to be the foundation of this growth. This article analyzes the Japanese HRM system, workers' loyalty which is its backbone and its degree of transferability and alignment with the Moroccan values and culture. This qualitative research uses an exploratory case study a Japanese multinational company's (MNC) subsidiary in Morocco. Findings from the extant literature are consistent with this study, which identifies the presence of loyalty among the Moroccan employees who are supported by both the company's Japanese HRM practices and Moroccan supportive environmental traits.