This Paper aimed to identify the impact of electronic human resource management practices through the main study dimensions represented in the (e-recruitment, e-selection, e-training, e-performance appraisal, e-communications and e-compensation) on the operational performance. Represented through the main dimensions shown as follows: (Time, financial cost, quality of service and flexibility) in the Jordanian telecommunications sectors represented by the three companies of Cellular Communications (Zain, Orange and Umniah). The study population consisted of all supervisory positions employees in the three companies. To achieve the objectives of the study, the researcher used the descriptive analytical method and a stratified random sample consisting of 178 employees males and females who were selected to collect data needed, then the questionnaire was developed and distributed to the sample, data was analyzed using SPSS statistical software, a descriptive and analytical statistics were used for the process of analysis. The results showed that there was an existence of a positive statistically significant impact to dimensions of electronic human resources management (e-recruitment, e-selection, e-training, e-performance appraisal, ISSN 1941-899X 2015 www.macrothink.org/jmr 116 e-communications and e-compensation) on the dimensions of operational performance (time, cost, quality of service, and flexibility). Journal of Management Research

Due to the strong competition that exists among organisations and the rapid change in the business environment, knowledge has turned out to become a key source for organisations to enhance the competitive advantage. Integrating Knowledge Management (KM) and Customer Relationship Management (CRM) process is a new research area, therefore, scientific research and literature around it remain limited. In addition, the impact of KM process on customer acquisition, retention, and expansion to improve customer satisfaction remains under study and report. The aim of this paper is to present a conceptual framework of KM integrated with CRM called Customer Knowledge Relationship Management (CKRM) Process depending on analysis of various models presented in KM and CRM. The main highlighting is laid upon the concepts of the concept of customer knowledge (knowledge about customer, knowledge for customer, knowledge from customer). Therefore, this paper contributes to the development of KM process (Knowledge Process about Customer, Knowledge Process for Customer, and Knowledge Process from Customer). The paper investigated how the companies in Jordan developed KM process to improvement the CRM process. Based on data collected from the company, results from analysis indicated that the KM process had a positive effect on CRM process.

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Organizations have increasingly recognized the importance of managing customer relationships, and Knowledge Management (KM) from the perspective of a process approaches assure positive impact on customer retention. Many organizations are turning to Customer Relationship Management (CRM) to better serve customers and facilitate closer relationships. This paper investigates how Knowledge Process for customers is used in practice by Jordanian companies to achieve Customer Knowledge Retention. The current practice is based on the data collected from 156, randomly drawn and reported from a survey of CRM applications and evaluation of CRM analytical functions provided by three software business solution companies working in the CRM area, and four companies that used the CRM system. Based on data collected from the companies, results from the analysis indicated that the knowledge process for customers had a positive effect on customer knowledge retention. The paper also verified the hypotheses of the effect of knowledge processes for customers on customer retention. The findings shed light on the potential relationship between the knowledge processes for customers and customer retention. It also provides guidance for the Information Technology (IT) industry as to how an analytical knowledge process for customers should be taken into account in developing countries to support to achieve customer knowledge retention due to cultural, social and educational differences.

In today's highly competitive environment, the organizations have been paying considerable attention to improve their customer satisfaction. For this reason, the purpose of this paper is to suggest a model defines how the combination between customer acquisition processes and knowledge about customer would improve the customer satisfaction. This paper adapts the quantitative research approach by using the survey strategy which is conducted by a questionnaire collected from 193 people working in the management position of Jordanian telecommunication organizations. The researcher uses the PLS as an analysis technique to test all hypotheses. The findings suggest that there is a positive effect of adapting the customer acquisition processes in improving the customer satisfaction mediating by the knowledge about customer. The proposed model makes a contribution on the part of the customer acquisition processes and the knowledge about customer and can be used as a structure of reference for the incorporation between them in order to attain the customer satisfaction.