Purpose – This study aims to examine the effects of human resource management (HRM) practices on organisational commitment (OC) in the Middle Eastern context. Design/methodology/approach – Survey data were collected from 493 front-line employees across a variety of industries in Jordan. A structural equation modelling analysis was performed to delineate the relationship between HRM practices and OC. Findings – A test of the model was conducted using a path analytic approach hypothesising that HRM factors influence OC. The findings indicate that the causal model is consistent with the data and contributes to a fuller understanding of the association between HRM practices and OC. Originality/value – This is the first study that represents a little-researched area of recent times and even less so in Middle Eastern countries. The findings of the study offer new perspectives on how HRM practices have direct and indirect effects on employees’ OC and would assist in reshaping the HR policies in organisations located in the Middle Eastern regions.
Purpose The purpose of this paper is to examine critically the different influences of open/closed innovation on employees’ performance. Design/methodology/approach The paper takes into account the different influence of open and closed innovation on the performance of employees. Some previous literature was reviewed and the quantitative method used a structured questionnaire to collect primary data from participants. Findings The results indicated that open innovation was more influential on the performance of employees than closed innovation. It also appeared that the case study organization uses the open innovation approach in the investments department to attract more clients and investments and thus increase its benefits. Practical implications The paper presents a critical account of differences in the influence on employees’ performance between open and closed innovation; it also takes into account the pros and cons of both aspects and their influence on the overall performance of the organization, putting into perspective the recommendations for the best approach to guarantee a good orientation within the internal environment of the organization. Finally, it helps in understanding the best approach to attract talent and creativity to the organization. Originality/value It is expected that the current research will offer guidance to organizations in Jordan to draw up plans for effective management of innovative approaches both internally and externally. It highlights the practice of open innovation and its role in attracting talent to the organization, to boost employees’ performance.
Purpose – The aim of this paper is to highlight and provide a stronger focus on the nature of human resource management (HRM) in Jordan. Design/methodology/approach – This paper discusses four practices of HRM: recruitment and selection, training and development, performance appraisal and rewards and benefit; and links these practices with social factors: political environment, economical issues and cultural values. Findings – The findings suggest that HRM in Jordan has not yet received due attention. The employee recruitment and selection process is largely inadequate and needs effective attention. In many Arab and more specifically Jordanian organizations, expenditure and time spent on training and development are considered unuseful and unnecessary functions. Practical implications – The effectiveness of even skilled and qualified employees will be limited if they are not encouraged and motivated to work, but through HRM practices, they can be encouraged to work harder and smarter. Increasingly, employees' performance and skills can also be influenced by HRM practices, which control the acquisition and development of the organization's human capital. Originality/value – Jordanian organizations are facing major problems surrounding the development of human capital, including high turnover rates and a lack of skilled employees. Low spending on research, training and development has fuelled these problems. HRM literature shows that many Arab organizations, including public and private Jordanian organizations, need to devote more attention to their HRM practices.
PurposeThis study proposed to investigate the phenomenon of intention to quit among frontline employees. The main objectives of the current study were to examine the level of intention to leave and what factors influence the employees to consider leaving their organisations.Design/methodology/approachData were collected from 493 frontline employees from Jordanian organisations. The study reported in this paper tested the factor structure of intention to quit using exploratory factor analysis and confirmatory factor analysis.FindingsThe findings which emerged from this study established a three‐factor solution model which is appropriate to test employees’ intention to quit based on three factors, namely work opportunities, personal needs, and personal responsibilities. The results provided new perspectives and support the overall validity of the nomological network of intention to quit factors, but also suggest that caution should be exercised in different contexts and cultural settings.Originality/valueThe present study emphasises the need to expand the focus on intention to quit research beyond attitudinal and relational factors. Theoretical implications, limitations and directions for future research are discussed.
Purpose This study aims to uncover graduating students’ standpoints on Wasta through exploring their motives to use it and its potential influences on them particularly when they move to a workplace (i.e. after leveraging it to gain employment). Design/methodology/approach Semi-structured interviews were conducted with 26 graduating students studying at a Jordanian private university. Findings Graduating students considered Wasta as a gateway to employment, which rationalised their motives to use it in terms of the perceived lack of equal opportunities in the market, and the absence of rules and regulations that inhibit it. However, they also perceived that being hired through Wasta could have positive and negative impacts on them. Originality/value The findings of the study enriched the understanding of various aspects of Wasta, such as why it is used, how it works and how it could have harmful effects on those who benefit from it in addition to those who do not have it, while previous literature primarily focussed on the latter. Although individuals may share similar contextual pressures that encourage them to use Wasta for employment purposes, this research shows that they would accept and justify its use for themselves, yet reject it for others. This study emphasises the need to conduct further research to explain these contradictory views. It also suggests exploring the motives of the patrons of Wasta and its influences on them when they offer it. This is to understand the psychology of offering Wasta and identify the roles of the parties who get involved in it.
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