Department Génie Mécanique, Université Hassan II, Ecole Supérieure de Technologie (EST), Laboratoire de Mécanique Productique et Génie Industriel (LMPGI), Casablanca, Morocco
Managers are now faced with a weakening of employees’ involvement due to the difficulty to comply and adhere to the new visions generated by the various socio-economic changes. Our publication aims to identify and analyze the motives that enable employees to get involved in their work. More specifically, it will explore and identify the main factors pertaining to employee involvement, assesse their effects on staff behavior and attitude and finally show the impact of this behavioral change on the structure's performance.
The data were collected using face-to-face questionnaires administered to executives, technicians, engineers and directors of a multinational company based in Morocco - Casablanca.
The rapid evolution of technologies, usages and needs, makes it hard to predict the evolution of the market. The combination of demographic and economic balance (India and China), the ecological evolutions, competition, standardization, technological and sociocultural evolutions linked to organizational uncertainties, create an atmosphere of discomfort and compel leaders to reconsider their acquired market shares.
Given this context and given the largely managerial and organizational difficulties, the creation of a QHSE system is the best way to stimulate and improve the profitability and increase the growth of companies.
In a structure, performance measures the adequacy between the strategic objectives initially defined and the results actually achieved. It also constitutes the level of appreciation of the structure's strategy since it takes into account the resources mobilized to achieve the strategic objectives. The performance management system must be oriented towards the structure's strategy. Performance can take many forms. It can be financial, economic, social, global or organizational etc., and can concern several fields: economic, sports, intellectual and innovation...etc. It can be influenced both by the company's traditional resources (capital, labor, organization) and by the level and structure of its share capital. It is this polysemic aspect that makes it difficult to reproduce in a single definition.
The Industrial Revolution has profoundly changed our society. The multiple technological leaps, the increasingly fierce competition and the changing markets witnessed more than a century now are disrupting the industrial environment. Faced with these constraints, the manager has a set of concepts, approaches and tools at his disposal to ensure the development and evolution of the company's structure, behavior and organization. These concepts and tools enable him to anticipate, understand, organize and manage each of the steps necessary to make the company evolve. This study particularly examines the issue of change management using the QSSE (Quality, Health and Safety and Environment) approach as a lever for managing industrial performance.
This study aims to measure the links between quality practices and Corporate Social Responsibility of the manufacturing companies located in the Gueznnaya industrial area and Tangier free zone, based on investigations through a questionnaire. The latter was addressed to the owner-managers of such companies. 42 questionnaires were fully analyzed. The results of our investigation led us to conclude that the quality practices related to "Leadership" and "Management Process" generally have a strong impact on Corporate Social Responsibility. But a much lesser impact for the quality practices related "Strategy & Planning" and "Partnerships and resources." We have also noted the existence of two direct links marked invalid concerning the "Human Resources" and "Community and local development." To resolve this problem, such companies must seek to improve their quality practices that have low levels of influence on "strategy and planning" and "Partnerships and resources" so as to further improve their corporate social responsibility, and to engage in and become more responsible and exemplary on the economic, social and societal levels.
Research on the growth and the development of young companies in general, and their performance in particular, attracts the interest of many researchers and many research works have been undertaken and published on the matter. However, the results obtained up to now are not up to the efforts made or the results awaited.(
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