GRH et Organisation du travail dans les centres d'appels délocalisés au Maroc

Considered, rightly or wrongly, as "new factories of the future", call centers generate more interest for both researchers and professionals. Their human aspects in general and their HR practices in particular is a rich field for investigations, due to the importance of their technical and social systems in their performance or their sustainability. The question of the choice of HR practices is the focus of this work devoted to the issue of HRM and work organization in offshoring call centers. It is based on nine case studies representing a varied typology of Moroccan call centers sector and three typical -ideal models adopted by them (Hard, Soft or hybrid). The choice of a model or another comes, initially, from a business strategy, a targeted market segment and a given level of outsourced value-added activities. The alignment between strategy and organization of the call center operates for each model to incorporate the same operational requirements (customer-agent interactions, colleagues) and its internal labor market. This variable is the link between work organization and HR strategy adopted. Referring to an HR model or another is conditioned by the intervention of the principal who greatly influence the decisions of managers as well as decision makers.