Proposal of a causal model to measure the impact of quality on industrial performance: A case study from Moroccan context

This article aims to measure the impact of quality practices on the overall performance of the young manufacturing enterprises located in the Province of Tangier (Morocco). Based on an empirical study via questionnaires administered to the owner-managers and using structural modelling with latent variable via the Xl-Stat software (2015 Version) on a sample of 80 young enterprises, we concluded that, generally, quality practices positively impact the overall performance. However, an invalid link was detected between 'human resources' and 'management process'. Also a weak association was noted on the level of quality practices 'partnerships and resources' and 'management process'. It should be noted that these two practices 'human resources' and 'partnerships and resources' had weak indirect impact on the different perspectives of overall performance. Indeed, to further improve the overall performance, the owner-managers of such enterprises must seek constant improvement of quality practices especially those that have weak associations: human resources and partnerships.

The development of the times promoting the progress of science and technology, science and technology level has become the main factors to measure the level of productivity, to achieve the development of society, we must conduct a reasonable human resource management process.Colleges and universities are the most concentrated place of talent, the development of colleges and universities should strengthen the establishment of the talent reserve and effective incentive mechanism, so as to attract talent, the use of talent.this paper, the latest modern human resource management theory as a theoretical guide, Through the analysis of the current situation of human resources management in Colleges and universities in china, Effectively put forward the solution of the contradictions in the human resources in Colleges and universities in the views and suggestions, And thus provide effective help for the human resource management department. The Characteristics and Management of Human Resources in Colleges and UniversitiesThe Meaning and Characteristics of Human Resource.Human resources refer to the individual ability to effectively promote the development of the economy and society, that is, the process of using personal physical and mental processes in the process of production and labor.Human resources usually include people's knowledge, ability, intelligence and physique, and so on.Our country's human resources have the following characteristics: first, the human resources have the biological nature.In human resources and natural environment, people are living organisms, is living resources, which is determined by the nature of human nature.Secondly, human resources have the initiative.Man is different from other creatures, who has a personal subjective thought, emotion, can engage in meaningful, purposeful activities, can actively carry out the transformation of the objective world.The main performance of human resources initiative is as follows: the strengthening of the self, the choice of the occupation and the positive work of the individual.The Composition of Human Resources in Colleges and Universities.Human resources in Colleges and universities covers a very wide range, and the management of human resources is the main body of human resources.Human resources in Colleges and universities mainly include four contents: in particular, the personnel engaged in scientific research, the staff in the party and government management, the staff in the logistics service and the retired staff.In the process of human resources management, effectively around the aim of running a school., according to the characteristics of all staff and the human resources of colleges and universities for the overall development, to effectively improve the quality and efficiency of school is important and worthy of consideration.Characteristics of human resources in Colleges and Universities.The distribution of human resources in Colleges and universities is highly concentrated.Colleges and universities are highly concentrated areas of talent resources, therefore, in the number and distribution of personnel resources intensive, talent concentration is far higher than other occupations.The overall level of the quality of human resources in Colleges and universities is very high.Colleges and universities are the cradle of culture is the cradle of knowledge, is the birthplace of

Young manufacturing enterprises are vital to local and regional development. Through this research, we seek to measure the impact of quality practices on firm performance using the case of young manufacturing enterprises in the region of Tetouan, Morocco. Using partial least squares structural equation modelling on survey data of 116 owners and managers of young manufacturing enterprises, our study finds that quality practices related leadership positively impact firm's strategy and planning, human resources, and partnerships and resources, which in turn, are positively related to process management. Our study also offers evidence to show that quality process management positively contributes to the firm's financial and non-financial performance. The implications and limitations of our study conclude the paper.

Purpose: The article contains an analysis of inquiry results concerning the KOMAG employees’ job satisfaction and its impact on management processes. As in recent years a management style and paradigm were mainly oriented onto improving the employees’ motivation and commitment, it is important to highlight the significance of job satisfaction. Satisfied employees go beyond their formal duties, required by job description, and they are ready to put in an extra effort to achieve organizational goals. Based on available literature and on the results of conducted inquiry, the Authors concentrated their research work on human resources management in the aspect of motivation, leadership and organizational culture as well as their impact on job satisfaction and employees performance. The paper is ended with conclusions which can be treated as a form of guidelines for managers responsible for investments in building values and a maintenance of all the efficient activities oriented onto management processes of human resources. Design/methodology/approach: The main objective of the undertaken research work includes a presentation of the KOMAG employees’ job satisfaction survey, enabling to improve human resources management processes. A realization of research-and-cognitive objectives enabled to obtain knowledge concerning an important aspect of management activities. The main methods used for the research are as follows:  an analysis of publications,  a case-study method,  a heuristic method,  a method of diagnostic investigation (questionnaires). The subject scope of the paper embraces human resources management, in particular in the aspect of employees’ job satisfaction. Findings: The findings show an urgent need of introducing management measures oriented onto an improvement of the KOMAG employees’ level of job satisfaction, in particular in the area of appreciation needs. An introduction of the holocration system should be taken into consideration as it rejects a traditional model of a company and makes self-organizing collective bodies active and creative. It is worth highlighting that an encouragement of employees to undertake activities of innovative character and an appreciation of their achievements are equally important as risk assessment and budget management in projects. Originality/value: An approach to the management process of human resources seems to be new due to highlighting the job satisfaction aspect. Some recommendation and guidelines, based on survey results, are also a sort of novelty as they emphasize the aspect of appreciation needs. A suggestion of implementing holocration processes at the KOMAG Institute of Mining Technology confirms this new approach to managing human resources in an efficient manner. Keywords: job satisfaction, management processes, motivation, institute, human resources, career paths, career perspectives. Category of the paper: Case study.

Today, economic globalization is intensifying and global human resources are developing at a rapid pace. The current demand for talent in the world is showing an upward trend, thus creating a more stressful demand for talent, so many companies will be combined with the company's strategic development to select talent to further build a human resources management system, so that the company get more advantages in the talent structure, organizational structure and management processes. Many foreign companies rely on human resources audit to achieve the advantages of talent, organizational structure and management processes, and China's human resources on the practice is still relatively small. This paper describes the concept of human resources audit of foreign-funded enterprises, and analyzes their human resources audit cases, and makes a new perspective to evaluate the performance of human resource management, so that the management of human resources team has been transformed and developed. Enhance the professional quality of the team, but also to build a human resources service sharing center and so on, and ultimately make our human resources management team performance in effective countermeasures to show better development and improvement.

The purpose of this article is to present a statistical approach using latent and manifest variables applied to measure the quality management system performance of a multinational energy company located in Casablanca, Kingdom of Morocco. The principal idea is to measure the impact of quality practices (which are divided into five segments: leadership, strategy and policy, human resources, partnerships and resources, and process management) on the total performance (which is divided into four perspectives: customer result perspective, financial result perspective, staff result perspective, society result perspective). For this, we use the SEM's resolution based on the partial least squares (PLS) method via the XL-STAT software on a sample of 120 questionnaires administered face-to-face with managers, technicians, engineers and directors of this company. The obtained results should be examined in order to plan the improvements and develop an action plan.

PurposeThe study examines the effect of human and social capital-supporting human resource (HR) practices and structural capital-supporting culture on innovativeness and the mediating role of knowledge management (KM) processes in the knowledge-intensive Indian IT sector.Design/methodology/approachUsing a quantitative approach, the authors collected data from 387 employees in 30 IT organizations via a questionnaire survey. The authors analyzed data using structural equational modeling using AMOS 26.FindingsThe results indicate complete mediation of KM processes between human capital-HR (HCHRP), social capital HR (SCHRP), bureaucratic culture (BOC) space and innovativeness. KM processes partially mediated the effect of innovative-competitive culture (IOC) on innovativeness. KM processes have a robust predictive capacity for innovativeness, suggesting that human capital-supporting HR and innovative-competitive culture significantly contribute to KM Processes and innovativeness, respectively.Practical implicationsThis study provides practical insights to HR and knowledge managers to leverage their HR practices and organizational culture for improving innovation performance in KISO.Originality/valueThe paper adds to the intellectual capital and KM literature by exploring the mediating role of the KM process in the underlying mechanism suggesting that intellectual capital can enhance HR and culture, leveraging a firm's knowledge resources for innovativeness. It fills a research gap by providing original evidence based on primary data collected from India's IT sector.

Аннотация: в статье рассмотрено определение и характеристика понятия логистики. Так, под понятием логистики согласно многочисленным исследованиям, следует понимать совокупность организационных, а также управленческих и производственных процессов, которые направлены на поддержание эффективного использования человеческих, материальных и производственных ресурсов. Сегодня без применения логистики не может существовать ни одно предприятие. Важное значение в этом смысле имеет именно грамотно применяемая логистика, которая позволит укрепить положение предприятия на рынке, позволяя ему изменяться в условиях растущей конкуренции. Далее были отмечены и раскрыты основные инструменты и принципы логистики. Также рассмотрено в чем преимущество выполнения логистических процессов в деятельности предприятия. В качестве основного преимущества было выделено – возможность более эффективного управления процессами и различными ресурсами деятельности предприятия. Далее в качестве практической деятельности был исследован реестр процессов первого уровня проектно-промышленной организации. Было установлено, что пять процессов, осуществляемых на проектно-промышленной организации, недостаточно для осуществления полноценного управления организацией, поэтому были предложены еще два управляющих процесса. В конце, на основе проведенного анализа, были выработаны преимущества введенных двух процессов управления по достижению цели модернизации управления процессами рассматриваемой организации и сделаны соответствующие выводы. Так, введенных два процесса управления позволят: выявлять более выгодные предложения и, в том числе, с иностранными компаниями, отбрасывать ненужные и неудобные предложения, а также устанавливать качественную связь между инженерами и мастерами производственных участков и др. Abstract: the article discusses the definition and characteristics of the concept of logistics. Thus, the concept of logistics, according to numerous studies, should be understood as a set of organizational, as well as management and production processes that are aimed at maintaining the efficient use of human, material and production resources. Today, no enterprise can exist without the use of logistics. In this sense, competently applied logistics is important, which will strengthen the company’s position in the market, allowing it to change in the face of growing competition. Next, the main tools and principles of logistics were noted and disclosed. The advantages of performing logistics processes in the activities of an enterprise are also considered. The main advantage was identified as the ability to more effectively manage processes and various resources of the enterprise. Next, as a practical activity, the register of processes of the first level of the design and industrial organization was investigated. It was found that five processes carried out at a design and industrial organization are not enough to fully manage the organization, so two more management processes were proposed. In the end, based on the analysis, the advantages of the introduced two management processes to achieve the goal of modernizing the process management of the organization in question were developed and the corresponding conclusions were drawn. Thus, the introduced two management processes will allow: identifying more advantageous offers, including those with foreign companies, discarding unnecessary and inconvenient offers, as well as establishing high-quality communication between engineers and production site foremen, etc.

The objective of this study is to argue transition from human resource management (HRM) to strategic human resource management (SHRM). In addition, this study also discusses the theory of SHRM. The research methodology of this study is based on arguments from SHRM literature. The significant of paper is a discussion of SHRM theory. Key terms are personnel, employee, and capital in management of human resources by firms. Practitioners call human resources as personnel in personnel management (PM); and call human resources as an employee in HRM. Practitioners do not clarify the term yet for human resources in SHRM. This paper suggests “capital” term for human resources in SHRM. Secondly, return on investment (ROI) of HRM might be positive organizational attitude and behaviours. HRM makes investment to employees, and ROI of HRM is important to SHRM because positive attitude and behaviours increase individual performance of employees. Thirdly, there is a triangular relation in SHRM theory. This is named as trigonometry of SHRM. There are dependent variables, independent variables, and moderators in this triangular. Finally, SHRM can be described with employee performance and firm performance relationship. In this relation, HRM practices lead to increased individual performance, and individual performance increases performance of business departments such as logistics, supply, finance, marketing, production etc. and performance of business departments has an impact on firm performance. In this SHRM model, HRM has an impact on firm performance through individual performance and business departments. All are described is SHRM theory in this study. For HRM case, HRM has two purposes in firm management. Those purposes are performance and recruitment. HRM aims to increase individual performance of employees. If HRM aims to increase firm performance through individual performance, it is description of SHRM. HRM has an impact on individual performance via HRM practices. HRM practices are keys to increase individual performance. Because employees implement business processes in firm management. Those processes are such as production, marketing, stock, supply, logistics, finance and others. Individual performance of employees increases performance of those business processes in firm management. Therefore, it is important to increase individual performance through HRM practices. This is a HRM theory in this study. Moreover, HRM does recruitment of employees for functioning these business processes. Because all needs human resources to effectively implement processes in firms.

PurposeThe purpose of this study is to determine whether the implementation of a performance management system comprising some traditional management practices (management process and organizational behavior modification) lead to an ethical organizational environment and improved employee performance.Design/methodology/approachA structural model is theorized and assessed using data from samples of full-time employees in the USA and Brazil. Partial least squares–structural equation modeling is used.FindingsThe findings of this study suggest that management process and organizational behavior modification directly and positively impact the ethical environment, and the ethical environment directly and positively impacts employee performance. The management process and organizational behavior modification indirectly impact employee performance through an ethical environment.Research limitations/implicationsAlthough this theorized model was tested and provided significant results for implementing the management practices suggested, it is strongly recommended that other random data samples be used to analyze the theorized model and assess to reconfirm the results. In addition, incorporating the ethical environment construct within a larger model that includes other potential antecedents, such as management principles, and other potential outcomes, such as organizational commitment, job satisfaction and workplace optimism, is recommended.Practical implicationsThis study provides management practitioners with empirical evidence that implementing a performance management system consisting of the management process and organizational behavior modification will enhance both the ethical environment and organizational trust, which, in turn, will lead to improved individual employee performance. Based on the theoretically and statistically supported framework, managers can improve the performance of their subordinates. The results further support the assertions that managers must implement the management process along with organizational behavior modifications to improve employee performance through an ethical environment and organizational trustSocial implicationsThe general conclusion from this study is that good management practices in the form of the management process and organizational behavior modification are inherently ethical. Furthermore, when implemented and consistently maintained by managers, these practices will result in an organizational environment that supports ethical behavior and engenders a high level of trust. The results of this study demonstrate a significant contribution to the existing literature, in that good management is tied, in fact, directly to ethics and trust.Originality/valueThe results provide evidence that good management in the form of the management process and organizational behavior modification yields both a positive ethical environment and improved employee performance. Practitioners are provided with evidence that reaffirms the need to define expectations for employees and to provide the necessary resources and positive reinforcement to fulfill the expectations. This study is one of the first to directly assess the impact of traditional management practices on an ethical environment.

The article, based on the existing approaches to the process of human resources management of industrial enterprises outlines the latest approaches to the effectiveness of such management, points to its importance in modern conditions. The aim of the article is to outline modern approaches to ensuring the effectiveness of the human resource management process in project management to achieve competitiveness of industrial enterprises involved in short- and long-term projects. The variant of interpretation of such management is considered, and also the opinion of the author concerning actual interpretation of a category "human resources" is expressed. The author's definition of efficiency as a qualitative component of the effectiveness of any process, including the management process, in particular, human resources. The author's process is a set of actions of the system (for example, enterprises) in space and time under certain internal and external conditions (circumstances) under the influence of any factors (driving forces). The above approach is based on the project responsibility matrix. Emphasis is placed on the fact that the effectiveness of the process of human resource management of enterprises (as systems at the micro level) can be assessed using models Burennikova (Polishchuk) -Yarmolenko, outlined the main composition of such models with the appropriate categorical apparatus. It is emphasized that such models can be applied to systems of any types and levels of hierarchy. It is emphasized that evaluating the effectiveness of the management process will help increase the validity of management decisions in project management, in particular, in relation to human resources. An example of the matrix of responsibility for the project is given, indicating the place of the author's efficiency models (qualitative component of the process effectiveness) in it. Based on the use of process and system approaches, it is proposed to take into account the effectiveness of management at each stage of project implementation.

Management processes occupy a special place in the quality management system. The result of their implementation is the coordination of all processes performed at the enterprise. Issues related to the resource support of management processes are not sufficiently covered in the scientific literature, which can be explained by the complexity, specificity and weak possibility of formalization of management processes. At the same time, the quality of the resources used must meet certain requirements. A list of resources used in the management process is given. The article substantiates a methodological approach to assessing the quality of resources in the management process, based on the use of qualimetry. The specific features of the management process that led to the choice of the methodological approach are listed. It is proposed to assess the quality of resource support for the management process using an integral indicator constructed by aggregating generalized indicators of the quality of information resources, administrative resources, human resources, psychological resources of the individual, professional resources, intangible resources, methodological resources and time constraints. A procedure for evaluating the quality of resources in the management process has been developed. Criteria for evaluating specific resources are formulated, taking into account their specifics.

PurposeManaging knowledge effectively and efficiently is considered to be a key success factor to gain sustainable competitive advantage for organizations. This study aims to analyze the impact of knowledge management (KM) processes on human resource management (HRM).Design/methodology/approachTo test the relationship of KM processes on HRM, a case study was conducted using structural equation modeling based on data collected from employees and managers of a Telecom company in Turkey. The survey instrument is a self-administered questionnaire composed of 37 questions. Three of them are demographic questions; 20 questions aim to reveal KM processes and 14 for HRM practices. The questionnaire was distributed via google survey link to employees and managers in headquarters office and two branches in Istanbul.FindingsIn this paper, the authors tried to investigate the impact of KM practices on the HRM performance of a company. The results indicate that companies with better KM practices tend to perform better at HRM. The main contribution of this paper lies in pointing out that, among the dimensions of KM, knowledge sharing and knowledge utilization have direct impact on HRM, whereas knowledge generation and knowledge sharing have indirect impacts.Research limitations/implicationsThe main limitation of this study lies in the fact that data are collected from a single company in telecom industry. Therefore, it is difficult to generalize the results. Although the research findings are aligned with those of the previous studies, further research using data from numerous companies in various industries is still needed to generalize the research findings.Practical implicationsThe paper includes implications for the development of knowledge utilization generated and stored within the company. The knowledge can create improvements in the company’s HRM performance if it is shared and used effectively. The paper addresses an important subject and the findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices.Originality/valueThis paper fulfills an identified need to investigate the impact of KM practices on the HRM performance of a company.

Purpose– The purpose of this paper is to explain and empirically test the dependence of organizational processes related to knowledge on the nature of assumptions operating in processes of human resource management (HRM) in organizations. It concentrates on practices related to training, career development and retention.Design/methodology/approach– This empirical study as a quantitative nature and the sample is made up of 5,306 collaborators in 634 organizations belonging to an economic group in the banking sub-sector. Data were collected through two questionnaires: human resource management practices questionnaire and knowledge management questionnaire – short form. The model was tested by applying univariate and multivariate multiple regression analyses.Findings– Findings provide support for the proposed model and show the predictive capacity of the HRM practices regarding knowledge management (KM) processes, revealing a strong direct relationship between the two constructs. It stands out that the people management practices adopted from an organic and valued perspective possess a particular and distinctive capacity to predict and impact positively on KM processes.Practical implications– The findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices.Originality/value– The main contribution of this study is to confirm the close relationship of dependency between organizational management processes regarding people and knowledge, showing the positive effect of best practices of HRM on KM processes, as opposed to traditional or transactional practices.

Organizations have to constantly monitor the changes around their internal and external environment in order to compete and maintain the business interests due to the pressure and brutal competitive conditions of technetronic age posed by globalization and Digital Revolution. The most important factor that can manage this change in the most efficient way is Strategic Human Resources Management, which is one of the human resources and key strategic management processes of the organizations. Information and qualified human resources and related information which are recognized as fundamental and strategic production factors for businesses and organizations in the Big Data age are obtained, produced, arranged, shared and used in strategic management processes through information technologies. The present study discusses factors such as growing importance of information and information management systems used to process such information, and its spreading usage in Human Resources Management and increasing efficiency of human resources management information in strategic management processes; and focuses on their impacts on management understanding and human resources management process in big data age. The impacts of emerging new conditions on Organizational Efficiency and Employee Performance are particularly investigated in terms of the usage of Human Resources Information Systems (HRIS). Survey method was used in the course of the research as a data collection method, and the sample consists of 160 senior managers, midlevel managers and employees from the industrial and banking sectors. The analyses conducted using correlation and regression test models showed that the Human Resources Management processes in businesses carried out through information systems contribute positively to organizational efficiency and hence to employee performance.