1. Introduction

In the current global environment, characterized by rapid globalization and evolving labor market structures, there is a growing interest in well-being and Quality of Work Life (QWL) at all levels [1,2]. This increasing focus on QWL is due to its recognized impact on job satisfaction and productivity [3,4].

Although often invisible and intangible, the concept of QWL has become an essential indicator within the contemporary professional context, evolving into a sophisticated strategic concern [5]. Consequently, a growing number of countries are establishing specialized structures to monitor and improve QWL [6,7].

Like other nations pursuing a competitive approach to quality, Morocco must address significant challenges and implement effective management strategies to improve the Quality of Work Life (QWL) of its workforce. The significance and urgency of this issue are heightened by Morocco's unique socioeconomic context [8,9], making QWL a critical concern.

Given the complex and dynamic nature of QWL-related challenges, Morocco's traditional socioeconomic landscape presents both barriers and opportunities for practical implementation. Against this backdrop and within the global context, QWL policies and initiatives are not only appropriate but imperative. These initiatives should be designed to meet the needs of Moroccan workers while also remaining mindful of global trends shaping the world of work.

Therefore, defining QWL in the Moroccan context requires a detailed examination of the factors influencing employee well-being at work, as well as the experiences and perspectives that staff bring to their work environment [10]. This includes considering working conditions, workplace relationships, employee recognition, work-life balance, and opportunities for growth.

The establishment of the Quality of Work Life Observatory (QWLO) at Mohammed VI Polytechnic University in Morocco is a timely and foundational initiative. As the first institution of its kind in the country, the QWLO aims to provide an effective and well-structured response to the significant and multifaceted changes occurring within Moroccan society across various economic and social sectors.

2. Moroccan Context

Since gaining independence in 1956, Morocco has focused its economic development on agriculture, tourism, and mining. These traditional sectors have historically formed the backbone of the Moroccan economy, playing a crucial role in the country's socioeconomic development. However, in response to the demands of a globalized economy and contemporary challenges, Morocco has undergone a significant economic shift, expanding its focus to high-value-added fields such as information technology and renewable energy [11,12,13]. This transformation reflects a desire to align the national economic structure with global trends and achieve sustainable competitiveness.

Accompanying this economic transformation is a change in the dynamics of the labor market, in which Quality of Work Life (QWL) has become a central concern. This encompasses all factors that contribute to the well-being of employees in their work environment, for which modern businesses are increasingly taking a stand.

In 2012, the High Commission for Planning (HCP), the institution responsible for collecting and analyzing data related to the economy and social affairs in Morocco conducted a national survey on well-being, entitled "Measuring Well-being in Morocco" [14]. Furthermore, in 2016, the Moroccan Observatory of Happiness (MOH) conducted a study on workplace well-being, surveying 1,200 workers from various sectors. The aim of this report was to identify the level of well-being among workers in Morocco and the factors that most significantly influence their feelings. These initiatives have raised awareness of the impact of QWL on human, social, and professional levels, driven by the understanding that productivity and innovation are directly linked to worker satisfaction and commitment.

However, despite ongoing economic growth, a 2021 World Bank survey, conducted in collaboration with the HCP, raised concerns about workplace well-being in Morocco [15]. The survey highlighted potential gaps in the adaptation of QWL policies to the evolving needs of a changing workforce, as well as in the implementation of human resource management practices that foster a fulfilling work environment. The creation of a Quality of Work Life Observatory in Morocco appears to be a fitting response to these socioeconomic changes, reflecting the country's recognition that monitoring and improving QWL are essential for harmonious socioeconomic development.

3. The Need to Establish a Quality of Work Life Observatory in Morocco

Morocco, like other countries, is experiencing the impacts of globalization and changes in the labor market that directly affect Quality of Work Life (QWL) [16,17]. This socioeconomic context is characterized by precarious employment, work intensification, and increasing demands for flexibility in workers' lives.

The Quality of Work Life Observatory (QWLO) at Mohammed VI Polytechnic University (UM6P) in Morocco is institutionalized as a mechanism for monitoring, analysis, and proposal.

Its primary mission is to monitor working conditions, management practices, and institutional mechanisms related to QWL in order to formulate appropriate recommendations and actively contribute to the development of effective public policies in this area. It will also serve as a decision-making tool for socioeconomic actors, providing them with in-depth analyses and reliable, up-to-date data on the quality of work life in Morocco.

In this context, the QWLO is not only a platform of reference but also a space for exchange, dialogue, and reflection among various stakeholders, including employers, unions, and employees. Through its activities, it aims to facilitate mutual understanding of the issues related to QWL and promote innovative and inclusive strategies that will improve well-being at work and, by extension, productivity.

The implementation of the QWLO is an important and proactive response to the various pressing socioeconomic challenges facing Morocco. By understanding the stakes of QWL and acting as a catalyst for positive and informed action, this organization plays a vital role in guiding the country through the complex landscape of global and local socioeconomic developments.

4. What is the Quality of Work Life Observatory?

4.1. Definition of the Observatory

The Quality of Work Life Observatory is an entity dedicated to observing, analyzing, and monitoring the working conditions of employees in various companies and institutions. By fostering collaboration among all stakeholders, it enhances the work environment, promotes employee health and job satisfaction, and cultivates productivity and sustainable organizational performance.

4.2. The Philosophy of the Observatory

The QWLO is guided by a philosophy of direct observation and continuous evaluation of employees' working conditions in various companies or organizations [17]. This philosophy is based on an inclusive, participatory, and proactive model, attuned to social, economic, and environmental issues, with the vision of designing work environments that enhance personal fulfillment and support the sustainable performance of organizations. It requires the participation of everyone and ongoing development to establish a positive, productive, and sustainable workplace where employees are happy, satisfied, and capable of performing at their best to achieve organizational objectives [18,19].

5. The Perspectives Offered by the Observatory in Morocco

Quality of Work Life (QWL) is currently a primary concern in the modern professional arena, both internationally and within the specific context of Morocco. The increasing attention to QWL is driven by the recognition of its profound impact on organizational performance, employee health, and overall social and economic prosperity.

QWL is becoming increasingly important worldwide in how organizations manage human resources due to demographic changes, technological advancements, and economic circumstances. Issues such as globalization, rapid information technology advancements, and diverse workplaces have emerged, necessitating a rethinking of work conditions, particularly the work-life intersection. These considerations are even more relevant during times of health and economic crises, when flexibility, resilience, and good workplace health are crucial to companies' survival and growth [20,21].

In Morocco, this growing awareness aligns with an increasing trend to reassess work environments and promote policies that enhance employee happiness and satisfaction. This evolution occurs within a national context marked by dynamic economic transformation and changing demographics, where a proactive youth population seeks to balance professional aspirations with personal interests. The Observatory of the Quality of Work Life in Morocco will serve as a strategic tool to meet these expectations and contribute to building a corporate culture that is both efficient and inclusive.

By emphasizing Quality of Work Life, the QWLO becomes a key driver of improved human resource management practices in Morocco. It goes beyond simply investigating labor conditions, aiming to induce positive change that enhances both business productivity and overall social welfare. In doing so, the QWLO helps bridge the gap between Moroccan practices and international norms, while remaining mindful of local cultural and economic specificities.

5.1. Analysis of the Quality of Work Life

The QWLO examines the various dimensions of Quality of Work Life, considering different factors that influence the comfort and overall well-being of employees in the workplace, such as work conditions, work-life balance, work-related stress, and harassment.

5.2. The Generation of Relevant Insights

This task requires the methodical gathering of information through careful extraction and detailed analysis, which provides insights into the issues at hand. These insights enable a comprehensive and sophisticated understanding of Quality of Work Life. This approach allows for the identification of patterns and meaningful variations between different sectors and organizations, offering a well-informed picture of work conditions in various professional environments [22]. This will help highlight areas needing improvement and best practices that can be adopted in other workplaces.

5.3. Setting up Quality of Work Life Barometers

The QWLO plays a key role in developing sophisticated barometers and indices that comprehensively measure and assess Quality of Work Life [23]. These tools are designed for periodic use, enabling organizations to evaluate various dimensions of employee well-being, such as job satisfaction, work-life balance, psychological and physical health, and levels of engagement and motivation in the workplace [24].

These barometers offer organizations a clear, quantifiable view of workplace well-being, allowing them to track progress and identify trends over time. They act as benchmarks for recognizing both strengths and weaknesses within work environments, highlighting challenges like stress, workload imbalance, and lack of recognition, while also showcasing best practices such as flexible work arrangements, managerial support, and efforts to maintain work-life equilibrium.

Additionally, these tools facilitate the monitoring of progress and pinpoint areas requiring immediate attention. They empower organizations to develop targeted strategies to enhance employee satisfaction, ultimately driving improved performance, reduced turnover, and fostering a positive, inclusive organizational culture.

5.4. Training and Awareness

The Quality of Work Life Observatory (QWLO) delivers targeted training programs for organizational managers and human resources (HR) professionals. These programs emphasize the vital role of Quality of Work Life (QWL), equipping professionals with the knowledge to create environments that enhance employee satisfaction and productivity.

These training initiatives cover a range of topics, including stress management, work-life balance strategies, and effective communication techniques. Furthermore, they emphasize the development of an inclusive and respectful organizational culture where all employees feel valued and supported.

QWLO sessions include interactive workshops and hands-on activities, allowing participants to apply the concepts they've learned and develop personalized action plans tailored to their organization's specific needs. Participants gain practical knowledge, rather than purely theoretical insights, which they can immediately use to implement positive changes in their work environments.

Systematic monitoring and evaluation processes are integral to these programs, quantifying the impact of implemented strategies and ensuring that QWL goals are effectively achieved. This ongoing assessment enables human resources professionals and managers to continuously refine their skills and adapt to the evolving dynamics of the workplace.

5.5. Support for Businesses, Recommendations, and Advice

The QWLO serves as a valuable resource for organizations seeking to improve the professional lives of their employees. It offers a broad spectrum of services, including strategic management consulting, with a specialization in psychosocial risk evaluation—a vital component of fostering a healthy and productive work environment. The Observatory also provides recommendations for developing human resource management policies that promote an optimal balance between employees' professional and personal lives. Furthermore, it advises on enhancing office spaces to create more stimulating and ergonomic environments. Collectively, these services aim to create workplaces where productivity and well-being coexist harmoniously.

5.6. Tracking of Developments

A core function of the QWLO is to monitor various QWL indicators in the workplace, observing their trends over time to assess the effectiveness of strategies and measures designed to enhance QWL. This monitoring process helps identify both positive and negative trends, providing valuable insights into areas requiring further development or attention.

The QWLO regularly collects data on key areas such as employee health and well-being, work-life balance, stress levels, and work engagement. By analyzing this data, the Observatory can identify precise and current trends, patterns, and anomalies.

An essential aspect of the QWLO's role is to assess the impact of policies and actions on improving these indicators. For instance, the Observatory evaluates whether initiatives aimed at reducing work-related stress or promoting work-life balance effectively contribute to employee well-being.

Based on its findings, the QWLO provides advisory services to organizations, helping them refine their strategies, reinforce successful approaches, and address areas that are underperforming. This continuous improvement cycle is crucial for enhancing QWL and promoting the overall well-being of employees, ultimately benefiting organizational performance.

5.7. Benchmarking

The QWLO conducts rigorous comparative analyses of QWL across different countries, examining factors such as employee satisfaction, work-life balance, working conditions, and employee well-being policies. By identifying best practices implemented in various cultures and economies, the QWLO facilitates knowledge transfer and learning, with the goal of improving work life in Morocco. This benchmarking approach enables the identification of specific challenges within diverse work settings and the development of targeted solutions to enhance QWL globally.

5.8. Involvement in Local and International Surveys

The QWLO actively participates in national and international surveys focused on QWL. This engagement contributes valuable data and analysis to scholarly research and informs public policy discussions. By providing comprehensive information on various aspects of QWL, the QWLO helps organizations develop strategies to improve working conditions.

Participation in these surveys benefits researchers, policymakers, and corporations alike. Businesses gain insights into current trends and best practices in QWL, enabling them to refine their internal procedures and create more productive and effective work environments.

Moreover, survey data facilitates the identification of specific challenges facing particular business sectors, geographic regions, or demographic groups. This nuanced understanding empowers policymakers to develop targeted policies that address specific QWL concerns.

5.9. Exchange of Reports and Best Practices

A key component of raising awareness among QWL stakeholders is the regular publication of reports, guides, and studies on the topic. These well-crafted documents provide in-depth analyses, recommendations, and relevant insights into various aspects of QWL.

These reports offer valuable information to companies, including best practices, innovative concepts, and case studies illustrating effective approaches to QWL improvement. Companies can leverage these resources to identify and implement measures that enhance employee QWL, leading to increased productivity, reduced absenteeism, and improved employee commitment.

Policymakers also benefit from these reports, which synthesize empirical data and trend analyses to inform the development and refinement of public policies. This evidence-based approach enables decision-makers to address challenges and capitalize on opportunities in QWL, fostering more effective regulatory mechanisms and supportive policies that positively impact the labor market.

Furthermore, these publications educate the general public about the importance of QWL, emphasizing the need for a balanced work ecology that enables employees to thrive, ultimately benefiting society as a whole. By disseminating these insights, the QWLO promotes a deeper understanding of the importance of balancing work and personal life, fostering a work environment that truly values employees.

5.10. Attraction and Retention of Talent

Improving QWL in Morocco serves as a crucial mechanism for enhancing the job market both domestically and internationally. Targeted policies that promote flexible work arrangements, healthy and stimulating work environments, and professional development opportunities can attract and retain top talent. This strategy not only helps mitigate brain drain but also strengthens the local economy by leveraging local talent.

This requires collaboration among businesses, educational institutions, and government agencies to foster an environment characterized by ongoing investment in training, innovation, and career development. Additionally, by improving overall living conditions, such as housing, healthcare, and education, Morocco can position itself as an attractive destination for foreign professionals, thereby strengthening its talent pool.

Enhanced QWL can increase productivity and job satisfaction, creating a positive feedback loop: motivated and engaged employees contribute to improved company performance, which in turn positively impacts the economy. By prioritizing a high-quality work environment, Morocco can address brain drain and establish itself as a desirable destination for diverse talent on the global stage.

6. Challenges Facing the Quality of Work Life Observatory in Morocco

The QWLO operates at the intersection of organizational performance and employee well-being. In a rapidly evolving work environment, the QWLO must address a range of complex challenges to remain effective and relevant [25].

A primary challenge is adapting to evolving work patterns, particularly the rise of remote and hybrid work, which are reshaping the traditional boundaries of work [26]. The QWLO must identify and promote practices that facilitate a harmonious integration of professional responsibilities and personal life in these new work arrangements.

Another major challenge is data collection and analysis. The QWLO must ensure that data on working conditions is robust and relevant to inform evidence-based policymaking. This requires employing cutting-edge methodologies and analytical tools to accurately interpret empirical data.

Stakeholder engagement is critical. Without active participation from employees, unions, managers, and executives, QWLO initiatives may not achieve their intended outcomes. Therefore, it must foster open communication and collaboration with all stakeholders to ensure that adopted measures are well-received and successfully implemented.

Diversity and inclusion are also key considerations. All programs must be evaluated for their impact on employees from diverse backgrounds, and initiatives should be inclusively designed to address the wide range of experiences and needs within the workforce [27].

Transparency regarding survey outcomes and follow-up activities is essential for fostering employee trust and engagement. Employees should feel that their input is valued and that measures are being taken to improve their well-being.

Psychosocial risk management is another significant challenge [28,29]. The QWLO must adopt a proactive approach, anticipating potential issues and implementing preventative measures.

Remaining compliant with constantly evolving labor laws is an ongoing challenge. The QWLO must continuously monitor legal and regulatory changes to ensure that organizational policies remain current and aligned with the latest requirements. Given the increasing recognition of mental well-being as a critical dimension of QWL, organizations must implement initiatives specifically designed to enhance employees' mental health, including creating psychologically safe work environments.

Organizational resilience is a key concept, particularly in the context of economic and health crises [30]. The QWLO should assist organizations in developing strategies that enable them to respond quickly and effectively to unexpected challenges.

Finally, it is essential to measure the success of QWL initiatives and the return on investment to justify costs and maintain management support. This requires defining clear indicators and tracking them closely.

In conclusion, the QWLO must navigate a complex and dynamic landscape by adopting forward-thinking initiatives based on a human-centered approach to address both current and emerging challenges to QWL.

7. Conclusions

Quality of Work Life and well-being have emerged as fundamental themes in contemporary society, particularly in the context of increasing globalization and significant transformations in the labor market. Far from being a luxury, QWL is a key determinant of employee satisfaction and productivity. While often abstract and challenging to measure, it is now recognized as a critical success metric for organizations in the modern professional landscape.

Recognizing this, many countries, including Morocco, are actively committed to enhancing QWL. In Morocco's case, this challenge is particularly significant due to its unique socio-economic context, which highlights both its importance and complexity. The establishment of the Quality of Work Life Observatory at Mohammed VI Polytechnic University in Morocco demonstrates the country’s awareness and commitment to these issues. More than just a monitoring and analytical body, the Observatory aims to drive meaningful change, promoting more equitable, inclusive, and beneficial work practices.

As a leader in promoting work environments that prioritize QWL, the Observatory positions workplace well-being as a strategic imperative. Its initiatives and recommendations help foster organizational cultures where well-being is seen as a driver of performance and sustainable development. Beyond improving employees' quality of life, the Observatory also contributes directly to the international competitiveness of Moroccan businesses.

In an ever-evolving work environment, this project serves as a valuable model for Morocco's approach to QWL. Addressing the economic, social, and human dimensions proactively and holistically is essential for tackling the challenges of the 21st century. Establishing effective systems for monitoring and improving QWL is a crucial step toward creating optimal working conditions that support individual health and satisfaction, ultimately benefiting society as a whole.

ACKNOWLEDGEMENTS

The authors would like to express their sincere gratitude to Mr. Hicham EL HABTI, President of Mohammed VI Polytechnic University in Morocco, for his invaluable support and leadership. His vision and commitment to advancing research and academic excellence have greatly contributed to the success of this study.

Declaration of Conflicting Interests

The authors declare no potential conflicts of interest regarding the research, authorship, or publication of this article.

Funding

The authors received no financial support for the research, authorship, or publication of this article.