Strategic role of responsible human resource management in strengthening institutional performance in Moroccan public universities: A conceptual framework

Abstract

This paper provides an in-depth conceptual analysis of the strategic role of responsible management as applied to the Human Resources (HR) function in enhancing the institutional performance of Moroccan public universities. Faced with increasing demands for quality, efficiency, transparency, and social accountability, these institutions are required to reconsider their governance models and managerial practices (Hood, 1991; OECD, 2015). In this context, responsible human resource management practices emerge as a key driver of organizational transformation, enabling the alignment of performance objectives with ethical principles and stakeholder engagement (Carroll, 1991; Greenwood, 2007). Drawing on a multidisciplinary literature review encompassing responsible management, human resource management, university governance, and institutional performance, this study develops an integrative conceptual framework. Four core levers of responsible HRM are identified: fairness and organizational justice, transparency and accountability, participation and social dialogue, and continuous skills development (Ulrich & Brockbank, 2005; Paillé, 2017). These levers are examined through their expected effects on internal organizational dynamics, particularly staff engagement, institutional trust, the quality of the social climate, and the efficiency of administrative and academic processes (Colquitt et al., 2001; Cropanzano & Ambrose, 2015).