How does job‐training increase firm performance? The case of Morocco

Audrey Dumas · Saïd Hanchane

23 citations0/0 files storedInternational Journal of Manpower

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Human Resource Development and Performance Evaluation Education Systems and Policy Education and Labor Relations

Abstract

Purpose The purpose of this paper is to evaluate the effects of job‐training programs, initiated by the Moroccan government and called “special training contracts”, on the performance of Moroccan firms. Design/methodology/approach Two databases (MICT, OFPPT) of Moroccan firms were considered. Matched databases were completed using a questionnaire survey. Panel data with 322 firms from 2001 to 2003 were obtained. Findings The paper highlights that “special training contracts” is an efficient measure of public policy. Indeed, job‐training programs increase the competitiveness and performance of Moroccan firms. Additionally, it was shown that firms have different perceptions of the role of public policy. It was emphasised that training effects are higher when training is considered as part of a human resources development strategy. On the contrary, when firms view public policy as just a financing opportunity, they do not get any returns from training. Practical implications A better understanding of the role of STC may increase training efficiency. Originality/value The case of an emerging country, Morocco, was studied. The conclusion of the analysis could provide solutions linking human resources management to issues of growth and long‐term development.

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References

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