The Role of HRM Practices on Organizational Performance: Contribution of the Universalist Model
Human resource management (HRM) practices influence HR results. This is about both the motivation and the skills of the employees. These two variables, in turn, are likely to affect productivity, quality, service, safety, innovation as well as other operational results and, consequently, on the performance of companies. In this regard, the objective of this research is to examine the impact of HRM practices on the organizational performance of Moroccan small and medium-sized enterprises (SMEs). Through a rigorous literature review, we have developed three main hypotheses relating to the link between HR practices (recruitment, remuneration and employee involvement) and business performance (sales growth, customer satisfaction, number of new products, market share), and a research model based on the universalist approach. To operationalize the latter, we administered around a hundred questionnaires to HR managers of small and medium-sized companies in the Fès-Meknes region.
The results from logistic regression analyze show a positive relationship between certain HR practices and organizational performance. The conclusions also make it clear that companies stand out clearly from others in terms of HRM. In addition, companies with more individualized compensation systems set recruitment objectives that are appropriate to the overall strategy and promote employee involvement that can positively influence organizational performance. The article concludes that the HRM practices studied have such an effect on the organizational efficiency of Moroccan small and medium-sized enterprises in the Fez-Meknes region.
JEL Classification : O15
Paper type: Empirical research
Copyright (c) 2021 Meryem Harmaz, Zakaria Abbass
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