Purpose -The purpose of this paper is to explore how ineffective leadership behaviour affects individual and organizational performance in Jordanian institutions. Design/methodology/approach -Data obtained concerned ineffective leadership behaviour in Jordanian private and public institutions. Performance was evaluated based on a survey questionnaire distributed to managers in these institutions. To arrive at statistically significant conclusions, the authors used multiple regression and correlation analysis. Findings -The results indicate that there is a statistically significant impact of ineffective leadership, as adjudged using four dimensions (lack of shared strategic vision, ineffective leadership characteristics, negative effect on labour relations, and ethical violation) on individual and organizational performance in Jordanian institutions. However, no statistically significant impact of one dimension (ineffective leadership characteristics) on organizational performance was noticed in a sample of Jordanian institutions. Research limitations/implications -This study was limited to manager's point of view in Jordanian institutions. While there are some similarities with managers in Arab institutions, caution should be exercised when generalizing results of this study to other Arabian countries. Practical implications -This study provides useful information and impartial advice for leaders of private and public institutions in Jordan. It also reveals the need for new leadership practices that should be adopted and presents certain ineffective leadership practices that deserve to be eliminated. Originality/value -This study attempts to fill gaps in the literature on Arabian leadership practices. This is one of the few studies that examine the Jordanian environment with regard to identifying the nature of the relationship between ineffective leadership behaviour and organizational performance in Jordanian institutions. The paper's findings and recommendations are expected to benefit decision makers in their dealings with different Jordanian institutions.
This study aimed to determine the role of human resources training dimension (training needs analysis, training program design, training duration, and evaluation of training) in improving employee's performance (productivity, service quality, and job satisfaction) in five-star hotels in Jordan. Questionnaire was the tool of collecting data from a sample of (191) employees working in Five Stars Hotels. The results of the study indicated that there is a positive effect of training on all three criteria of employee's performance (productivity, service quality, and job satisfaction). Also, there is no effect of the two mediator variables (age and gender) on the relationship between independent and dependent variables.
Purpose -The purpose of this paper is to explore the benefits that can result from the use of knowledge management (KM) principles in achieving total quality management (TQM) in the Jordanian insurance sector. Design/methodology/approach -Data about KM and TQM were obtained through a survey questionnaire distributed to managers in the insurance industry in Jordan. To arrive at statistically significant conclusions, the authors used variance and correlation analysis. Findings -The results indicate that KM processes (diagnosing, acquiring, generating, sharing, storing, and application) do influence TQM. Research limitations/implications -Since this study was limited to the insurance sector in Jordan, caution must be exercised in generalizing the results from this study to other situations in the service sector. Practical implications -This study provides useful information and impartial advice for managers in the insurance business in Jordan. It also suggests new business practices for the sector. Originality/value -This study attempts to fill gaps in the literature on Arabian management practices. It may also contribute to developing management practices cross-culturally.
PurposeThe purpose of this paper is to explore the perceptions of US and Jordanian managers about trust and belief in employees' job and psychological readiness, as well as their perception of the participation of employees in decision making.Design/methodology/approachA comparative research methodology was utilized to compare the attitudes of 129 Jordanian managers and 103 American managers obtained through a survey questionnaire. A one‐way (multivariate analysis of variance) was conducted.FindingsThe results indicate that while there are significant differences between US and Jordanian managers on levels of belief in employees' job and psychological readiness and sharing information, managers from both countries display similar perceptions toward employees' participation in decision making.Originality/valueThis study contributes to the body of knowledge in the field of management; it may be of potential value of management practices cross‐culturally. It examines fundamental managerial issues such as trust and participation between superiors and subordinates. This study attempts to fill gaps in the literature and to extend the existing research on Arabian management styles.
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