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The hotel industry is critical in developing the economy. Moreover, it is the largest and most rapidly growing industry in Jordan. Employee satisfaction is a crucial element for the success of any organization, particularly in the hotel industry. Therefore, this study aims to examine the influence of human resource management (HRM) practices since these constructs could influence different outcomes at the workplace, such as employee satisfaction, service quality, and employee service behavior in the hotel industry. The study has undertaken five primary HRM practices – recruitment, capability, compensation, performance appraisal, and training and development (T&D) – to measure their impact on employee satisfaction, service quality, and employee service behavior. Data were collected from 290 employees and 290 customers of Jordan’s hotels across all categories in the four main tourist attractions: Amman, Petra, Aqaba, and the Dead Sea. A quantitative approach was employed using various statistical tools such as mean, tabulation of data, correlation, and ANOVA by SPSS software. The results indicated that HRM practices positively affect service quality, employee service behavior, and employee satisfaction. It was also found that when employees in Jordan’s hotel industry demonstrate excellent service behavior, the customer perceptions of service quality increase. Finally, effective human resource management strategy systematically organizes all individual human resource management measures to directly influence employee satisfaction, service behavior, and service quality in a way that leads hotels to achieve organizational success.

The purpose of this article aims to examine perceptions of employee engagement (EE) among petroleum retailing sector supervisors as a possible mediator between leadership styles (transformational, transactional, and laissez-faire) and employees’ performance (EP). We proposed a mediation model and postulated that leadership styles (LS) could increase perceptions of EE, which theoretically correspond to the three styles of leadership: transformational leadership (TSFL), transactional leadership (TSCL), and laissez-faire (LF). Subsequently, EE is linked to leadership styles and EP in keeping the extant body of social exchange theory (SET) research. In this study, a model developed based on survey research is used. Data was collected from 425 supervisors in the petroleum retailing sector in Jordan. The partial least squares (Smart-PLS) analysis is used to run the measurement and structural models. The findings show that leadership styles (transformational and transactional) are significantly and positively related to EP. In addition to the non-significantly relationship between LF leadership and EP. On the other hand, EE is not mediate the relationship between TSCL and EP.

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