Human resources practices as a mechanism for improving performance within public institutions and state-owned enterprises in Morocco
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DOIhttp://dx.doi.org/10.21511/ppm.22(1).2024.05
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Article InfoVolume 22 2024, Issue #1, pp. 41-56
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In an economic environment marked by rapid change, characterized by factors such as globalization and increasing demands from stakeholders and clients, public institutions and state-owned enterprises have become significant players through their multiple interventions in providing public services to citizens and businesses, in implementing structuring projects for economic and social development, and in promoting investment. This paper aims to examine the correlation between human resource management and employee performance within Moroccan public institutions and state-owned enterprises to understand how these organizations should manage their human capital to enhance their performance. The sample consists of 67 top executives of Moroccan entities operating in various sectors. Data were collected through a self-administered questionnaire completed by the participants. Partial least squares (PLS) was used to estimate structural equation models and analyze causal relationships between variables. SmartPLS 4 software was employed for model analysis. The findings reveal a positive and significant impact of training, selective recruitment, digital transformation, and performance-based compensation on employee performance improvement. The results indicate that the T-values are 3.126, 2.870, 2.178, and 2.406, respectively. Regarding the Q² value, it stands at 0.899, confirming the model’s predictive capability. The GoF coefficient is 0.851, affirming the overall validity of the model. However, it was observed that there is no significant link between job security and performance, as the T-values did not exceed the threshold of 1.64. This study suggests adopting changes in HRM practices to enhance the organizational performance of public institutions and state-owned enterprises.
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JEL Classification (Paper profile tab)C51, L32, M12, O15, J24
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References73
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Tables7
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Figures2
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- Figure 1. Research framework
- Figure 2. Presentation in SMART PLS 4 of the AVE and loading values
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- Table 1. Demographic sample
- Table 2. The discriminant validity of the model (Fornell-Larker Criterion)
- Table 3. Results of model validation
- Table 4. Evaluation of R² and F²
- Table A1. Study survey instrument
- Table A2. Representation of the variables used in the study to measure convergent validity and discriminant validity
- Table A3. Discriminant validity-cross loading
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The impact of strategic human resources planning on the organizational performance of public shareholding companies in Jordan
Shaker Al-Qudah
,
Abdallah Mishael Obeidat ,
Hosam Shrouf ,
Mohammed A. Abusweilem
doi: http://dx.doi.org/10.21511/ppm.18(1).2020.19
Problems and Perspectives in Management Volume 18, 2020 Issue #1 pp. 219-230 Views: 2683 Downloads: 3188 TO CITE АНОТАЦІЯPerformance management (PM) is a common practice used by organizations to assess and manage employees’ work. Much of PM research is closely related to management practices. Corporations in the public and nonprofit sector continuously develop PM programs to ensure the sustainability of their organizations.
The study aims to analyze the impact of strategic human resources planning on the organizational performance of Jordanian public shareholding companies for senior management and functional unit managers (human resources, marketing, finance, and accounting). The researchers surveyed all the public shareholding companies registered with the Jordan Securities Commission (JSC) in 2019, wherein they found that only 60 companies applied strategic planning and human resources planning (HRP) together. Two hundred and twenty questionnaires were distributed in 52 companies surveyed, and 203 were adopted for statistical analysis. Several statistical methods were used, most notably the multiple regression analysis. The researchers found out a statistically significant impact of the strategic human resources planning (integration of HRP and strategic planning; strategic participation) on organizational performance. The results showed that adopting the strategic HRP dimensions leads to an increase in an organization’s overall productivity, employee satisfaction and reputation, as well as reduced operating costs. HR managers must understand the effectiveness of strategically designed HR practices across functions. -
The role of knowledge management in organizational performance: case study of University of Malang, Indonesia
Andi Nu Graha , Achmad Sudiro ,
Armanu ,
Kusuma Ratnawati
doi: http://dx.doi.org/10.21511/ppm.17(1).2019.20
Problems and Perspectives in Management Volume 17, 2019 Issue #1 pp. 230-243 Views: 2148 Downloads: 318 TO CITE АНОТАЦІЯThe present study puts forward a model that examines variables of human resources management practices, organizational culture, knowledge management and organizational performance. By this model, it intends to explore the effects of human resources management practices and organizational culture on organizational performance. Particularly, it intends to find out their relationship with knowledge management as a mediator. The research applies SmartPLS for data analysis, with 163 respondents by means of saturation sampling technique. The results display several facts. First, both HRD practices and organizational culture have significant effects on knowledge management. Second, while knowledge management and organizational culture have a significant effect on organizational performance, HRD practices do not significantly affect organizational performance. It makes knowledge management only serve a partial mediation between human resources management practices and organizational performance, and serve a full mediation between organizational culture and organizational performance.
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Talent management strategies of a public UAE hospital in the Industry 4.0 era: A qualitative analysis
Nabeel Al Amiri 
,
Ahlam Abu Shawali
doi: http://dx.doi.org/10.21511/ppm.19(2).2021.02
Problems and Perspectives in Management Volume 19, 2021 Issue #2 pp. 14-27 Views: 1856 Downloads: 605 TO CITE АНОТАЦІЯTalents play a critical role in achieving organizational strategic goals and a higher level of performance in the healthcare industry. Therefore, the UAE government, which strives to provide world-class healthcare services, encouraged the adoption of talent management strategies and creation of essential capabilities for talent recruitment, development, and retaining. This study explores the talent management strategies, policies, and practices in multiple departments of a public UAE hospital. Moreover, it investigates required skills, competencies, and programs for those departments in the context of Industry 4.0. The study adopted a case study approach and qualitatively surveyed a purposive sample of 13 departmental managers, section heads, and supervisors who are experienced in employee management. The study found that talent management at the studied hospital is undefined and unclear in terms of strategies, policies, and practices. Furthermore, the study highlighted the need for employee encouragement, motivation, and engagement, as well as confirmed the critical role of management and leadership in facilitating talent management in the hospital. Accordingly, a UAE hospital could benefit from this study to develop its talent management policy and strategies that will guide managers in the Industry 4.0 era.
Acknowledgment
The nursing administration, nursing research committee at Tawam hospital and managers who responded to the study survey are acknowledged for the extension of support for the study.
