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 prosperity of each company or entity depends on its multilateral relationships with its environment, which have a direct or indirect impact on the performance of its operating system as an open system, requiring it to manage the company and coordinate with its supply chain (SC). Thus, to properly control the management of its SC, modeling is a decisive obligation. But the diversity of the conceptual visions of these chains and the particularity of their objectives and constraints according to the types of SC give this model a distinct and personalized character. Therefore, towards a conversion to supply chain management (SCM), our paper aims to classify these different conceptual visions of SC modeling and to propose definitions of SC according to each vision.
Supply chain management as a multi-criteria system requires "appropriate modeling". But given the diversity and specificity of the objectives, constraints, resources used and operational processes of each supply chain, this modeling presents challenges. This requires first of all establishing a supply chain management (SCM) typology according to homogeneous sets that make it possible to position a supply chain according to characteristics that have an impact in terms of management object and that have an impact on the design of the different "customer-supplier" relationships. Thus, in order to obtain an adapted performance of the SCMs, we have classified in our work five types of SCMs (Commercial, Green, Digitized, Warrior and Humanitarian) which can be more or less long or complex, depending on their interactions with the other internal functions of their logistics units and their multilateral relations with their environment.
The current business environment is constantly changing because of globalization, market opening and continuous technological progress. In this environment, businesses are prompted to mobilize their reflective capacities and their material and immaterial resources in order to ensure sustainable and viable development. The need to reduce costs and delays and improve quality remains relevant. However, other needs have emerged for businesses to ensure their sustainability. Adaptation and anticipation are becoming major challenges to improve the company's responsiveness and proactivity, encouraging it to innovate in order to face sudden and unpredictable changes in its environment. To cope with this chaotic environment, companies are thus led to find ways to improve or change their operations, depending on the external situation of the environment and their own internal situation. However, this exercise, which is essential for the survival of economic activity, remains to this day poorly controlled.
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.
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