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.

This research was carried out in fourteen ministries and one national staff agency, which was the largest and most comprehensive study of government institutions that examined the importance of the recruitment, selection and organizational culture of employee performance which is still an important issue in developing coun-tries. The purpose of this study was to analyze the effect of recruitment, selection and organizational culture on the performance of civil servants, especially at the National Personnel Agency and 14 Ministries. This re-search was conducted in the Democratic Republic of Timor Leste (RDTL) with an area of 15,410 KM2. The total population is 1,261,072 people. The study began in September 2018 until February 2019, using quantitative (positivism) methods. The study was conducted using proportional random sampling, so that from each work unit a total of 1000 target populations and 286 samples were obtained using a questionnaire. This re-search used structural equation modeling (SEM) method with partial least square (SEM-PLS) approach. The results of the study found that well-programed recruitment was not able to provide significant results either directly or through organizational culture, but recruitment could have a significant effect on job performance through mediation selection. Moreover, well-programmed recruitment backed by selection quality could improve employee performance.

This work aims to present the application of Multi-Criteria Decision-Making methods to the process of recruiting candidates for the position of project manager, considering aspects of the decision maker's preferences in uncertain and risk scenarios. Applied, descriptive and experimental, made up of the combined employment TODIM-FSE methods for multi-criteria classification of available candidates, and the method Behavioral TOPSIS, to choose the ideal project manager. The hybrid application of the Multi-Criteria Decision-Making methods TODIM-FSE, method based on Prospect Theory, and Behavioral TOPSIS, which considers the concept of loss aversion of Economic Behavior, is essentially innovative. When using TODIM-FSE and Behavioral TOPSIS, it was verified the explicit incorporation of the risk profile of the decision maker - aggressive, neutral, or conservative - in the context of aversion or propensity to the risks associated with the management of a project. Through the personal recruiting process from a large Brazilian organization, the possibility of adopting the hybrid model resulting from the combination of the two methods in a real situation was validated. Such validation allowed us to conclude that the candidates' classifications and choices, previously normally accepted, were at odds with the profile and risk propensity of the decision makers.