This study aims to identify the level of availability of entrepreneurial characteristics among undergraduate students in some universities of Sudan and Oman, and test whether these characteristics have a significant impact on the entrepreneurial intention of these students. The study also intends to make comparison between the attitudes of students in Sudan and Oman towards establishing their businesses (self-employment). The sample of the study (n = 574) consists of students

This study intends to measure the presence of entrepreneurial characteristics like (Risk-Tolerance, Persistence, Self-confidence) among university students in developing countries. The study also aims to examine the influence of the entrepreneurial characteristics on the intention of these students to involve in entrepreneurial ventures after completing their studies. In addition, the study intends to compare between students in different universities on the level of availability of entrepreneurial characteristics, and the readiness to establish entrepreneurial projects. The study population consists of students of three universities in Oman and Sudan of which the sample consisted of 660 students randomly selected. Out of them 574 questionnaires were found valid for analysis. Following a descriptive approach and using relevant statistical tests the study reached a set of conclusions, the most important of which, shows that the level of the availability of the entrepreneurial characteristics, and entrepreneurial intention among the students of the three universities was found to be high. The results showed a high level of self-confidence and high level of entrepreneurial intention for Dhofar University students compared to students of the Sudan International University and University of Bahri. The results demonstrates that the impact of entrepreneurial characteristics of students on their entrepreneurial intention is statistically significant. .

Purpose:  The purpose of this article is to examine the impact of HRM practices, transformational leadership, and organizational commitment on employee performance in the Ministry of Agriculture and Fisheries in Oman, as well as the moderating role of organizational justice in this relationship.   Theoretical framework: This study integrates theoretical perspectives on HRM practices, transformational leadership, organizational commitment, organizational justice, and employee performance. It posits that HRM practices, transformational leadership, and organizational commitment have a direct positive impact on employee performance, while organizational justice moderates the relationship between these factors and employee performance.   Design/methodology/approach: A survey questionnaire instrument was employed to collect data from 387 employees working at Ministry of Agriculture and Fisheries Wealth (MAFW) department in Oman. For analyzing the data, the SPSS v23 and Partial Least Square SEM using Smart-PLS 3.3.9 were used to test the proposed hypotheses.   Findings:   The results revealed that HRM practices, transformational leadership, and organizational commitment have a significant positive impact on employee performance. Organizational justice was found to moderate the relationship between HRM practices and employee performance, highlighting the importance of fairness and equity in the workplace. However, organizational justice did not moderate the relationship between transformational leadership and organizational commitment with employee performance.   Research, Practical & Social implications:   The findings of this study provide valuable insights into how the Ministry of Agriculture and Fisheries in Oman can enhance its HRM practices, leadership, and organizational commitment to improve employee performance and achieve its objectives. The study's practical implications include the design of effective human resource management strategies that enhance employee performance and contribute to the organization's success. The social implications of the study include the creation of a positive work environment that promotes fairness and equity, leading to improved employee satisfaction and engagement.   Originality/value:  This study adds to the literature on the effectiveness of HRM practices, transformational leadership, organizational commitment, and organizational justice in enhancing employee performance in a specific context, namely the Ministry of Agriculture and Fisheries in Oman. The study also highlights the moderating role of organizational justice in the relationship between HRM practices and employee performance, contributing to the literature on the importance of fairness and equity in the workplace.

Purpose:  The purpose of this article is to examine the impact of HRM practices on employee performance in the Ministry of Agriculture and Fisheries in Oman, as well as the moderating role of organizational justice in this relationship.   Theoretical framework:  This study integrates theoretical perspectives on HRM practices, organizational justice, and employee performance. It posits that HRM practices have a direct positive impact on employee performance, while organizational justice moderates the relationship between these factors and employee performance.   Design/methodology/approach:  A survey questionnaire instrument was employed to collect data from 387 employees working at Ministry of Agriculture and Fisheries Wealth (MAFW) department in Oman. For analyzing the data, the SPSS v23 and Partial Least Square SEM using Smart-PLS 3.3. 9 were used to test the proposed hypotheses.   Findings:  The results revealed that HRM practices have a significant positive impact on employee performance. Organizational justice was found to moderate the relationship between HRM practices and employee performance, highlighting the importance of fairness and equity in the workplace.   Research, Practical & Social implications:    The findings of this study provide valuable insights into how the Ministry of Agriculture and Fisheries in Oman can enhance its HRM practices to improve employee performance and achieve its objectives. The study's practical implications include the design of effective human resource management strategies that enhance employee performance and contribute to the organization's success. The social implications of the study include the creation of a positive work environment that promotes fairness and equity, leading to improved employee satisfaction and engagement.   Originality/value:   This study adds to the literature on the effectiveness of HRM practices and organizational justice in enhancing employee performance in a specific context, namely the Ministry of Agriculture and Fisheries in Oman. The study also highlights the moderating role of organizational justice in the relationship between HRM practices and employee performance, contributing to the literature on the importance of fairness and equity in the workplace.

This study aims to examine the impact of trust in the leader (TIL) as a mediating variable between the moral integrity (MI) of the leader and job engagement (JE) and to identify the consequent results that benefit officials in the surveyed institutions. The study population consisted of the employees of two public institutions (The Financial Supervisory Authority in the Governorate of Dhofar and the Directorate of Municipal Affairs in the Governorate of Dhofar). Primary data was collected from a convenient sample of 145 via an electronic questionnaire due to the directives related to social distancing in light of the global health crisis (COVID 19). The data were analysed using the Statistical Package for Social Sciences (SPSS) and Smart Partial Least Squares (Smart PLS). The findings of the study reveal that there is a statistically significant impact of the MI of the leader on the levels of JE on one hand and MI of the leader on the TIL, on the other hand. Moreover, it was also found that TIL partially mediates the relationships between the MI of the leader and JE.