Employee’s Attitude and Organizational Sustainability Performance: An Evidence From Jordan’s Banking Sector

Abstract

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.

Living the employer brand during a crisis? A qualitative study on internal employer branding in times of the COVID-19 pandemic

“…Most of the existing employer branding literature focuses on external employer branding and neglected to pay attention to internal employer branding. However, literature highlighted the valuable role of internal employer branding in employees’ attitudes, such as more employee engagement and lower turnover attention [ 9 , 30 , 31 , 84 ], which can be related to firm performance. This research fills a literature gap by displaying how specific aspects of internal employer branding and the touchpoints internal communication and leadership were experienced during unstable times.…”

“…Based on our analysis, we can conclude that HR managers during a crisis still communicated about the employer brand. However, nearly all the HR managers (31) expressed that communication about the internal employer brand was different than during stable times. One HR manager summarized: "During the pandemic, our employer brand strategy was limited to the most necessary subjects.…”

“…However, a strong employer brand also has a significant impact on employee attitudes [ 10 ]. It improves key outcomes, such as organizational performance [ 31 ], applicant attraction, recruitment efficiency, employees’ engagement and commitment [ 30 ], and reduces turnover intention [ 9 ].…”

Interrelationships among lean HRM practices and their impact on firm performance: a comparison between the Jordanian and German models

“…HRM vitally contributes to shaping organizational performance (Liu et al , 2007; Anwar and Abdullah, 2021) by improving the knowledge and skills of employees and providing employees with the chance to use those characteristics for organizational benefit (Boselie et al , 2005; Combs et al , 2006). Hence, effective HRM calls for managers and human resources professionals to determine the best way of utilizing employees to accomplish goals, improve performance and increase the efficiency and effectiveness of the organization (Al-Tahat and Bwaliez, 2015; Rifai et al , 2021; Ta’Amnha et al , 2021a, 2021b, 2021c, 2022).…”