This study investigates the relationship between Human Resource Management Practices (HRMP) and Financial Performance in the Jordanian Banking Sector, with a particular focus on the moderating effect of Organizational Culture. Employing a quantitative research approach, data was collected through surveys distributed among 353 employees in the Jordanian Banking Sector using a structured questionnaire. Random sampling was adopted as the sampling method. The findings from a partial least square structural path analysis reveal significant positive relationships between HRM practices (Employees Training, Incentives, Recruitment, Decentralization, and Job Security) and Financial Performance. Notably, Decentralization emerges as the strongest positive influencer, while Job Security exhibits a negative association with Financial Performance. Furthermore, the results from moderation analysis indicate significant interaction effects between Organizational Culture and various factors on Financial Performance in particular, the relationship with Employees Training, Incentives and Decentralization is positive toward Financial Performance that concludes a significant organizational culture increases HRM practices effects on financial results. On the other hand, allocation of job security dampens Financial Performance that suggests instead a healthy firm culture may neutralize over and above what is gained from guaranteeing employee job. On the other hand, in nonreciprocal interactions such as Organizational Culture and Recruitment does not substantially influence Firm’s financial performance; this implies that culturally organizational may play an insignificant moderating role between recruitment practices than to firm outcomes. These research findings further elaborate the intricate relation in between HRM practices, Organizational Culture and Financial Performance through Jordanian Banking Sector. This study is vital and important to both researchers for the argument that this paper has advanced above all, as well as managers in practice who should do their best at creating such a positive organizational culture which will enable HRM practices becoming more effective., thereby leading to better financial performance of banking organizations.

The present study aimed at examining the influence of adopting decentralization within organization and its role in creating a balanced performance through influencing variables of (Organize Workload, Decrease Role Conflict, Decrease Role Ambiguity, Support Leadership and Employee Empowerment). Depending on quantitative approach; researcher distributed (122) questionnaires among associate professors, full professors and assistant professors. The results indicated that among all chosen variables, decentralization had the ability to influence organization performance through organizing the workflow and empowerment which scored R values of 0.548 and 0.444, respectively. This means that decentralization can help in creating a balanced performance through accepting all study hypotheses. The study recommends informing employees and leaders more regarding organizational strategies, aims and mission before going into decentralization to avoid ill-practiced decentralization.

During the past three decades there have been tremendous efforts on building steel factories on economic scales. The primary question is to find an economic scale for such plants which could also meet domestic demand. In this paper, we perform an empirical survey to find out whether building small steel factories are more suitable or setting up giant steel industries to meet regional demands. The results indicate that in many countries, building small steel plants based on the recent advances of technologies not only reduces the total cost of steel production but also it could significantly reduce the unnecessary transportation cost, providing cheaper labor, etc. This would lead to better competition which would increase the productivity.