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

Audrey Dumas and Saïd Hanchane

International Journal of Manpower, 2010, vol. 31, issue 5, 585-602

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.

Keywords: Workplace training; Competitive strategy; Human resource management (search for similar items in EconPapers)
Date: 2010
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Citations: View citations in EconPapers (4)

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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijmpps:v:31:y:2010:i:5:p:585-602

DOI: 10.1108/01437721011066371

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