Through integrating the supplier relationship management (SRM) and lean paradigms, this paper develops the concept of lean supplier relationship management (LSRM) and examines its relationship with firm performance (FP). The LSRM practices are identified and mapped into: supply flexibility, just-in-time delivery, information integration, and supplier partnership. The developed hypotheses are tested using a sample of 162 Jordanian manufacturing firms. Results show that LSRM practices are positively and significantly correlated with each other, and they have a positive and significant relationship with FP. This study contributes to literature by synthesizing SRM and lean constructs, and providing empirical evidence of the relationship between LSRM and FP. The study also contributes to literature through developing an assessment tool for determining the level of adoption of the LSRM practices. Moreover, the study provides a sense of where Jordanian manufacturing firms are today on their journey in the field of LSRM, and provides practical implications for manufacturing firms involved in SRM initiatives.
COVID-19 has posed unprecedented challenges for organizations and impacts on employees worldwide, particularly in the healthcare sector. This paper proposes a conceptual model to examine the mediating effects of job satisfaction and job burnout on the relationship between COVID-19 organizational support (COVID-OS) and employee voice among pharmaceutical stakeholders in Jordan. To empirically test the model, the data were collected through a questionnaire from 248 community pharmacists in Jordan. Descriptive statistical analysis, correlation between variables, and hypothesis testing were carried out. The findings supported the proposed model and showed that there is a direct relationship between COVID-OS and employee voice. The findings also revealed that this direct relationship can be mediated by the work-related well-being dimensions of job satisfaction and job burnout. Moreover, It is found that job satisfaction negatively affects job burnout of the employees. This paper makes significant contributions to the theoretical knowledge base and provides practical implications for the context of pharmaceutical employee management, with broader implications for professions related to healthcare services
This study aims to investigate the role of employee’s attitudes towards implementing and expanding the sustainability policy and the sustainability performance in terms of economic, social, and environmental dimensions. The study model and hypotheses were developed based on a comprehensive literature review. The data were collected from 84 employees working in Jordan’s banking sector through a questionnaire. The results revealed that there is a significant and positive relationship between employee’s attitudes towards implementing and expanding the sustainability policy and the triple bottom lines of sustainability performance. This study promotes the idea of focusing on employee’s attitudes in the banking sector and others sectors in order to enhance sustainability performance, especially that sustainability still does not have the highest priority in a country with an emerging economy like Jordan. The results of the study have significant implications and open many avenues for future research.
The coronavirus disease 2019 (COVID-19) pandemic developed a new form of perceived organizational support called COVID 19-related organizational support (COVID-OS). This study investigates the role of COVID-OS in creating and maintaining an attractive employer brand. Although the COVID-19 pandemic has affected all types of organizations, both profit and nonprofit, the literature still lacks thorough research about the COVID-OS and employer brand in the context of nonprofit organizations (particularly the humanitarian ones). Based on in depth qualitative data drawn from 38 semi-structured interviews with humanitarian employees in Jordan during the COVID-19 pandemic, this study revealed that the board of humanitarian organizations can create and maintain their employer brand through providing different forms of organizational support to their employees. These forms of support are health and mental support, support from the working social environment, support of the work-life balance, providing online training and development programs, fair recognition and compensation programs, and leadership support. This study provides significant theoretical implications to the literature regarding the link between organizational support and employer brand. It also offers valuable practical implications for policymakers of humanitarian organizations.
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