This paper aims to examine the relationship between intellectual capital and business performance in the Jordanian hotel industry. The data for this study were collected from 116 managers of four-and five-star hotels. Regression analyses were conducted to test different research hypotheses. The findings showed that all dimensions of intellectual capital have a positive and significant impact on the business performance of Jordanian hotels. In particular, structural capital as one of the intellectual capital dimensions had the strongest and largest contribution to business performance. The extended knowledge about the importance of intellectual capital and its impact on business performance enables practitioners to develop adequate strategies to better manage organisational performance. Not much research has investigated the importance of these resources in the hotel industry and even less research has been undertaken to explore their significance for Arabic countries. To our knowledge, this research is the first large-scale empirical study, which investigates this relationship in the Arab hotel industry.

PurposeThe purpose of the paper is to demonstrate the value of intangible resources and, consequently, the importance of their integration into performance measurement systems applied in the hotel industry.Design/methodology/approachBased on a thorough literature review, arguments draw on relevant theories in performance measurement in the hotel industry and the concept of intangible resources. Merging these two different concepts reveals new research areas.FindingsThe literature review shows that even those integrated performance measurement systems that aim to include non‐financial measures do not necessarily capture intangible resources. Based on this finding, suggestions for extending performance measurement systems are made.Practical implicationsThis paper has significant implications for hotel managers, as it will allow them to broaden their perspective and include important performance drivers (i.e. intangible resources such as knowledge, motivation and social capital) in their performance measurement systems.Originality/valueThe paper highlights the need for a comprehensive performance measurement approach that comprises indicators for measuring intangible resources and suggests tools that better capture the contribution of these important performance drivers.

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This study aims to introduce new insights regarding factors influencing employees’ level of training motivation through investigating the impact of job satisfaction dimensions (pay, fringe benefits, contingent rewards, promotion, supervision, co-workers, operating conditions, nature of work and communication) on training motivation.Data were collected from 342 participants from six Jordanian ministries. The multiple regression technique was utilized to examine the predictive power of job satisfaction dimensions on training motivation. At the next stage, three sequential MR analysis rounds were conducted, each time using a different construct of training motivation (valence, instrumentality and expectancy) as a dependent variable.The results indicate that the dimensions of job satisfaction explain a low but significant variance of the overall training motivation model. Furthermore, it was found that only three dimensions of job satisfaction (nature of work, supervision and co-workers) respectively had a positive and significant impact on training motivation, while contingent rewards had a significant but negative impact.Regarding training motivation constructs, results indicate that the nature of work and supervision were the elements that have an impact on all constructs of training motivation. Finally, it was found that co-workers and contingent rewards had a significant impact on the training motivation constructs of expectancy (confidence in ability to learn) and valence (the perceived value of training outcomes), but no impact on instrumentality (rewards associated with learning).

Purpose This study aims to explore how employees’ meaningful work is associated with organizational outcomes at public Jordanian universities with the existence of individual work performance as a mediating variable. Design/methodology/approach The population of the study was 7,746 administrative staff working at four public Jordanian universities. Questionnaires were distributed to 576 participants. However, only 442 questionnaires were acceptable for further investigation, and these questionnaires were analyzed using SPSS version 22. Several statistical data analysis techniques were used including exploratory factor analysis, Cronbach’s alpha, descriptive analysis and multiple regression. Moreover, Baron and Kenny’s approach was applied to test the hypotheses developed. Findings A new dimensionality of variables under investigation emerged at the purification stage using validity and reliability techniques. The findings of the study show that meaningful work has a positive relationship with organizational outcomes. The findings also indicate that individual work performance shows a partial mediating role in the link between meaningful work and organizational outcomes. In addition, the findings imply that any effort to improve individual work performance at public Jordanian universities can help in offering a better understanding of organizational outcomes. Practical implications This study recommends that universities focus more on meaningful work and individual work performance programs and practices. Originality/value This study provides a framework and understanding of how work meaning and individual work performance relates to organizational outcomes in one model.