Human resources practices as a mechanism for improving performance within public institutions and state-owned enterprises in Morocco

  • Received October 15, 2023;
    Accepted November 20, 2023;
    Published December 21, 2023
  • Author(s)
  • DOI
    http://dx.doi.org/10.21511/ppm.22(1).2024.05
  • Article Info
    Volume 22 2024, Issue #1, pp. 41-56
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This work is licensed under a Creative Commons Attribution 4.0 International License

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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    • Figure 1. Research framework
    • Figure 2. Presentation in SMART PLS 4 of the AVE and loading values
    • 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
    • Conceptualization
      Abdelilah Jebbari
    • Data curation
      Abdelilah Jebbari
    • Formal Analysis
      Abdelilah Jebbari
    • Funding acquisition
      Abdelilah Jebbari
    • Investigation
      Abdelilah Jebbari
    • Methodology
      Abdelilah Jebbari
    • Resources
      Abdelilah Jebbari
    • Software
      Abdelilah Jebbari
    • Supervision
      Abdelilah Jebbari
    • Visualization
      Abdelilah Jebbari
    • Writing – original draft
      Abdelilah Jebbari
    • Writing – review & editing
      Abdelilah Jebbari