The Representation Of The Hr Function Among Managers Of Moroccan Smes

Abstract

For the main part, the economic wealth produced in most of the countries comes from the SME(Small And Medium-Sized Enterprise). In France for example, according to the last statistics of the INSEE(National Institute For Statistics And Economic Studies), SME represent more than 40 % of the added value produced every year and supply in France its main pool of employment. In Morocco, SME represent 95% of the economic fabric and occupy more than 50 % of the employees of the private sector. However this SME suffer from a deficit raised in GRH and the direction of the RH is there almost absent; the function RH is taken care either by the leader or by the not specialist. We see bad, therefore, how it would be possible to apply the politics and the strategies RH, such as they are conceived in the big company, in such a context. Could we envisage an improvement of the performance of the Human resources without an entity which would take care of it completely? Is it about a strategy chosen by the leaders of SME or about an undergone situation? Do the leaders of the SME Moroccans ignore the importance of such a direction for the competitiveness of their company? Would they implement measures which substitute such a direction? How and which?

This research bets that the size of the firm remains insufficient to explain this situation and that the representations that SME managers have of the HR function are at the origin of the virtual absence of HR Director. As a result, this research question is positioned at the intersection of different disciplinary fields: management sciences, cognitive sciences and socio-cognitive sciences. The hypothesis is made here that the notion of representation is likely to make it possible to consider the subjective referential decision-making system of the SME manager. Indeed, by adopting an approach centered on the manager, and by using the concept of representation, borrowed from cognitive psychology, it seems possible to consider, by exploring them, the mental processes which drive this actor. The epistemological perspective retained is therefore more of a constructivist type since the goal is to approach ("construct") the manager's referential system. From a methodological point of view, a combination of textual analysis and cognitive mapping was established to process and analyze the speeches of managers and highlight their representations of the "HR function" object.Thus, the main contribution of this research would be to seek to find answers in depth in the thinking of leaders themselves and not in their environments. Indeed, comparing several cases in depth allowed us to better understand the manager's approach to the HR function.