Employee satisfaction, human resource management practices and competitive advantage

Elrehail, Hamzah; Harazneh, Ibrahim; Abuhjeeleh, Mohammad; Alzghoul, Amro; Alnajdawi, Sakher; Ibrahim, Hussein M. Hussein

doi:10.1108/ejmbe-01-2019-0001

Cited by 92 publications

(69 citation statements)

References 106 publications

(117 reference statements)

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“…Due to the importance of customer satisfaction in the services industry, the unsatisfied customers for a specific service provider can keep the organization out of gaining the customers who are expected to use the company services, where the customer's satisfaction can maintain and attract new customers frequent in the near and long term. Moreover, the attention of employees should be increased to take care of customers and develop new ways to maintain customers satisfaction (Anderson & Sullivan, 1993;Brady et al, 2012;Elrehail, 2019;Pansari & Kumar, 2017). Satisfaction can be divided into two important aspects based on theoretical literature, specific satisfaction, and cumulative satisfaction.…”

Section: Customer Satisfactionmentioning

confidence: 99%

The impact of quality of services and satisfaction on customer loyalty: The moderate role of switching costs

Harazneh¹,

Adaileh²,

Thbeitat³

et al. 2020

10.5267/j.msl

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This study investigates the impacts of service quality of Jordanian telecommunication and customer satisfaction on customer loyalty. The study also studies though the role of switching cost as a moderate variable. Lack of studies in the field of quality in Jordanian telecommunication is the main reason for this investigation. The study investigates the impacts based on the employees' point of views in Aqaba special economic zone authority (ASEZA). Therefore, the study uses statistical data gathered through a questionnaire distributed to the employees of ASEZA. Thus, statistical methods are used to analyze the data collected and the hypotheses are tested. The study results show that there was a direct positive impact of service quality of Jordanian telecommunication and customer satisfaction on customer loyalty. In addition, the moderator model (Switching cost) has significant positive impacts on enhancing the relationship between service quality and customer satisfaction towards customer loyalty.

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Section: Customer Satisfactionmentioning

confidence: 99%

The impact of quality of services and satisfaction on customer loyalty: The moderate role of switching costs

Harazneh¹,

Adaileh²,

Thbeitat³

et al. 2020

10.5267/j.msl

Self Cite

View full text Add to dashboard Cite

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“…The main concern of this dataset is to investigate whether differences in company size affect knowledge management practices in industrial companies in Jordan. A multi-group SEM was conducted accordingly in order to check for significant differences in the path model according to company size, following the suggestion of [7] , [8] , [9] , [10] . Table 5 shows the model fitness for the two separate groups of companies.…”

Section: Experimental Design Materials and Methodsmentioning

confidence: 99%

Assessing the nexus between knowledge management and firm performance: A data article

Adaileh¹,

Alrawashdeh

Elrehail

et al. 2020

Data in Brief

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This data article highlights the contingent role of company size in the relationship between knowledge management practices and firm performance. It also investigates the possible direct impact of these practices on performance. Data was collected from managers in large and medium-sized industrial companies in Jordan, using a self-administered questionnaire. 170 responses were obtained, 91 from medium-sized companies and 79 from large companies. Confirmatory factor analysis was used to ensure the validity and reliability of the measurement model. Multiple group structural equation modeling was used to check for significant differences in the path coefficients of the research model. The fitness indicators of the multi-group model showed that there was no significant difference in the interpretation of the measurement model; also, the path model was equivalent for both large and medium-sized companies. Testing the hypotheses showed that the application of knowledge has the greatest explanatory power for performance, whether in medium or large companies; however, for knowledge capturing the explanatory power on performance was only for medium-sized companies, and there was no effect on large companies. Moreover, the acquisition and sharing of knowledge had no statistically significant effect on performance in either group.

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“…According to (Jiménez-Jiménez & Martínez-Costa, The performance effect of HRM and TQM: A study in Spanish organization, 2009), organizations focus on improving their competitive advantage by using TQM as an approach through which they can enhance the quality of products, human resources, services, processes, and the environment. (Elrehail et al, 2019) Analyzed impact of human resource management practices on achieving competitive advantage in Northern Cyprus hotel industry. The findings revealed that HR practices had a significant effect on competitive advantage.…”

Section: Problem Statementmentioning

confidence: 99%

Human Resource Management, Total Quality Management and Competitive Advantages: Evidence from Pakistani Banking Industry

Ahmed

Siddiqui

2020

HRR

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This study aimed to investigate the relationship between human resource management (HRM) practices, total quality management (TQM) practices and competitive advantages in banking industry of Pakistan. HRM practices included Recruitment & Selection, Training & Development, Performance Appraisal, and Compensation & Reward. TQM practices consist of Leadership, Continuous Improvement, Customer Satisfaction, Employee Empowerment, and Strategic Planning. And lastly, competitive advantages is represented by Cost Leadership, and Differentiation. We applied (Obeidat, Yousef, Tawalbeh, & Masa'deh, 2018) model to banking sector of Pakistan. An Adopted questionnaire was designed and distributed over a sample of 300 employees. The research hypotheses were tested by using structured equation modeling. The result shows that Compensation & Reward positively and significantly affect all TQM practices as well as cost leadership. Similarly, Performance Appraisal also produce a significant positive impact on Strategic Planning, and Leadership dimensions of TQM, Hoverer, negatively affect cost leadership. Recruitment & Selection positively affect cost leadership. Strategic planning an importance factor, significantly affect both competitive advantage factors. Interestingly, Training & Development have a significant but negative effect on TQM factors namely Continuous Improvement, Leadership, and Strategic Planning. The findings imply that in banking industry, the effect on HRM factors on TQM is not equal, some are even negative, hence should be used diligently with the prospective of both TQM and competitive advantages.

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Employee satisfaction, human resource management practices and competitive advantage

Cited by 92 publications

References 106 publications

The impact of quality of services and satisfaction on customer loyalty: The moderate role of switching costs

The impact of quality of services and satisfaction on customer loyalty: The moderate role of switching costs

Assessing the nexus between knowledge management and firm performance: A data article

Human Resource Management, Total Quality Management and Competitive Advantages: Evidence from Pakistani Banking Industry

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