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Hasn’t human resource management, known as “strategic human resource management” (Beaumont 1993), become a management in crisis, an exhausted management (Thévenet 2012)? While the main reference models of developed countries have always influenced emerging and developing countries, the latter are now reflecting on a new, innovative management model which may bring about sustainable development for their citizens. Morocco, one of the countries pursuing a human resource management model, is adopting ambitious structural reforms considered a pioneering step forward in the Middle East and North Africa (or MENA) region (Malka and Alterman 2006). Do these democratic, economic, and socio-educational reforms generate an innovative HR management model likely to meet the expectations of current and future generations? The present paper sets out to answer this question, adopting a qualitative methodology, based on an exploratory survey. The main preliminary results show that the mental representations of company managers tend toward a new international HR management model, while those of employees favor what they term a Chinese HR management model.