Enhancing employee loyalty to the company is essential to maximize corporate ability and achieve respective goals, as employees are the most valuable resource. Hence, managing human resources in organizations is key to achieving contemporary business success. The current study aims to assess the impact of human resource management practices (HRM) on organizational performance with employee engagement as a potential mediator. This study was conducted on Jordanian tourism projects. A total of 300 questionnaires were distributed with 237 returned. The data were analyzed through the partial least squares (PLS) software. Resultantly, performance appraisal and employee engagement significantly and positively impacted organizational performance. Recruitment and selection, training and development, compensation, and performance appraisal also significantly and positively impacted employee engagement. Employee engagement significantly mediated the impact of performance appraisal on recruitment, selection, and compensation with organizational performance.

Human Resource Management (HRM) has the capacity of influencing the organizational behavior of the employees, thereby ensuring the achievement of the competitive advantage. This study proposes to assess the relationship between human resources (HR) practices and competitive advantage. It is also intended to test organizational commitment as a mediator, between HR practices and competitive advantage among the employees of the private universities in Jordan. The data were gathered from 232 individuals employed at ten private universities located in Jordan. PLS, SEM was performed on the data, using the SmartPLS 3 software. HRM practices result in a statistically significant variation in competitive advantage. Relationship of HRM practices and competitive advantage was partially mediated by organizational commitment. HRM practices resulted in a statistically significant variation in and organizational commitment. Our findings contribute to the existing body of literature of how organizational commitment can mediate the relationships among the HR practices adopted by organizations and competitive advantage. Jordanian private universities should improvise extra attention over HR practices that contribute positively toward the performance of employees.

This study aims to examine the influence of HRM practices (employees’ empowerment, job security, and employees’ participation) and employees’ satisfaction on intention to leave and the mediating role of employees’ satisfaction from the perspective of faculty members in private universities in Kuwait. The survey questionnaire was gathered from 261 faculty members who were working in four private universities in Kuwait. The study used the software SmartPLS (version 3.2.8) to test the study hypotheses. The findings indicate that HRM practices (employees’ empowerment and job security) and employees’ satisfaction had negative effects on intention to leave, and employees’ satisfaction partially mediated the relationship between HRM practices (employees’ empowerment and job security) and intention to leave. Future studies may include other samples as public universities or other sectors in Kuwait such as the education sector or health care sector.

The aim of this research is to examine the effect of human resource management (HRM) practices on employee engagement, and the moderating roles of gender and marital status. The survey was conducted with a total of 457 frontline employees who are working in the Vi-etnamese banking industry. Partial least squares structural equation modeling (PLS-SEM) was estimated using the SmartPLS 3.0 program to examine the hypotheses. The results indicated that HRM practices and its four key dimensions (Training; Reward and recognition, Employee engagement, and Information sharing) positively impacted employee engagement. Moreover, this study provided an empirical evidence about the moderating roles of gender and marital status. It implied that male frontlines employees heightened the positive relationship between HRM practices and employee engagement, but this positive relationship was weakened by married employees. The finding also suggested that bank managers should develop a suitable HRM practices to reinforce employee engagement.

Banks in Jordan are facing a crisis related to their employees, where it has recently become clear that employees are leaving their jobs in increasing numbers. Thus, this study examined the impact of the human resources management (HRM) practices (compensation, performance appraisal, promotion, and training & development) on employee’s turnover intention and the mediating role of career satisfaction. The survey questionnaire was gathered from 394 employees located in 25 banks in Jordan. The study used PLS-SEM to get the results and examine the hypotheses. The findings indicate that HRM practices (compensation, performance appraisal, promotion, and training & development) negatively impact employees’ turnover intention, and career satisfaction partially mediated the relationship between HRM practices (compensation, performance appraisal, promotion, and training & development) and employee’s turnover intention. The study recommends that banks in Jordan provide a high compensation, fair performance appraisal, fast promotion systems, sufficient training & development program and high level of career satisfaction to maintain the human element and reduce the employees’ turnover intention. Future studies may include other practices such as employee empowerment, teamwork, employment security information sharing, and job description.

Fair HRM practices are indispensable for the success of any company, especially the growing companies. The aim of this exploration is to understand the impact of certain personal characteris-tics of the employees of Telecommunication Company on HRM practices in the Kingdom of Saudi Arabia. A booklet consisted of HRM practices questionnaires along with personal characteristics blank sheet were used to gather the information of the respondents. A total of 210 sample collected from public and private sector Telecommunication Company existing in the Kingdom. The collected data was analyzed by inferential and descriptive statistics and the results were analyzed. The results revealed that married & unmarried, public & private sector, younger & older, high & low income and high & low experienced group of employees differ but in a varied degree on HRM practices in terms of performance appraisal, training and development, security and health, recruitment and se-lection, intention to stay in the company communication, working conditions, compensation and benefits, job analysis and co-worker relationships. The findings’ significances and implications were also elaborated at length and few suggestions were provided that could enhance the fair HRM practices in the telecommunication company in the Kingdom.

Improving employee and organizational performance has been the main concern of many organizations for decades and several factors have also been studied as predictors of employee performance in organizations. However, studies that comprehensively measured all the dimensions of employee performance that enhance organizational effectiveness are limited. This paper explored the influence of HRM practices on the employee performance in the Nigerian public sector. Using cross sectional method on 265 participants from local government areas, the findings revealed that HRM practices such as job rotation, job autonomy and career planning had a significant and positive influence on all the three dimensions of employee performance (task, contextual and adaptive performance).

This study identifies the relationship between human resource management practices and job satisfaction, organizational commitment, trust in management and intention to stay of knowledge workers and to investigate the predictability of their intent to stay with HRM practices through the intermediary variables of job satisfaction, organizational commitment and trust in management in surveyed organizations. Standard questionnaires are used to measure the variables. In addition, to gather data, stratified random sampling of faculty members in colleges and higher education institutions in South Khorasan province of Iran, was accomplished. The results obtained in method of path analysis with AMOS software show that HRM practices including the development of skills, compensation, opportunity to participate, organizational support and procedural justice are able to anticipate intend to stay through job satisfaction, organizational commitment and trust in management. Among them, organizational support has a direct effect and the strongest indirect effect on the intention to stay of knowledge workers.