The politics of HRM: Waiting for Godot in the Moroccan civil service

William Mccourt, Khadija Al-Arkoubi, Willy McCourt

Research output: Contribution to journalArticlepeer-review

Abstract

This study illustrates the fundamental importance of a political understanding in order to improve HRM in both public and private organizations. It complements studies that have found a statistical relationship between public staff management and economic growth by presenting a case study of Morocco, using the strategic human resource management (SHRM) model as a framework. There are several reasons why HRM in the Moroccan civil service has stagnated, notably unfamiliarity with HRM models and the French administrative heritage. But the fundamental reason is Morocco's political system, where real power resides in the Palace, and where political actors are reluctant to take bold initiatives. Thus a focus on the management level is currently misplaced, and fundamental political action harnessing the authority of the Palace without disempowering other political actors is needed. The study implies that a political analysis is sometimes a prerequisite for improving HRM in both public and private organizations. © 2004 Taylor and Francis Ltd.
Original languageEnglish
Pages (from-to)978-995
Number of pages17
JournalInternational Journal of Human Resource Management
Volume15
Issue number6
DOIs
Publication statusPublished - Sept 2004

Keywords

  • Civil service
  • International HRM employee selection
  • Morocco
  • Performance management
  • Political will
  • Strategic HRM

Research Beacons, Institutes and Platforms

  • Global Development Institute

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