Abstract
This paper presents a practice-oriented study that aims to reveal challenges faced by HR managers within developing countries through studying the Moroccan context. Indeed, we conducted a quantitative inquiry that evaluates the HR function performance based on Ulrich model. This study revealed the existence of several difficulties in terms of implementing a suitable HR function within industrial companies. The reliability of the inquiry was proven by calculating Cronbach Alphas. This research has important implications for HR professionals and strategic leaders that are especially interested in developing countries which will account for nearly 60% of global GDP in 2030, according to new estimates (OECD, 2018).
Highlights
The strategic importance of human capital for competitiveness and development of organizations is widely recognized in the management literature [1]. These researchers have shown convincingly that the real challenge for businesses is to know how to manage their human and intellectual capital.This challenge reveals more importance for developing countries because it puts them in the need to structure the human resource function (HR function) within their companies while conferring the economic and managerial changes that affect their competitiveness.This structuration is necessary because developing countries will account for nearly 60% of global GDP in 2030, according to new estimates [2]
The questionnaire was conceived based on Ulrich model [21], which used in assessing the HR function performancebsedon four roles: The role of the strategic partner; the role of change agent;the role of the administrative expert and the role of champion of employees
While assessing the effectiveness of the human resource management (HRM) systems, it was revealed that only 30.15% of managers are satisfied regarding their firms management systems. This quantitative study that we conducted among 109 managers working in companies of different sizes and activities based on Ulrich model whose reliability was proven by calculating Cronbach Alphas, results in the fact that the structuring of the HR function is a predisposing condition for its performance as it was proven in other contexts by Kehri and Bouzar [29] and Trépé et al [8]
Summary
The strategic importance of human capital for competitiveness and development of organizations is widely recognized in the management literature [1]. These researchers have shown convincingly that the real challenge for businesses is to know how to manage their human and intellectual capital.This challenge reveals more importance for developing countries because it puts them in the need to structure the human resource function (HR function) within their companies while conferring the economic and managerial changes that affect their competitiveness.This structuration is necessary because developing countries will account for nearly 60% of global GDP in 2030, according to new estimates [2]. This study revealed the existence of several difficulties in terms of implementing a suitable HR function within industrial companies.
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