The frequently discussed topic of job satisfaction is not new in the field of organizational behavior research. Job satisfaction is related to customer satisfaction; however, there is a scarcity of empirical evidence regarding this link. The current piece of research examines the said relationship in the context of the online call center. In addition, this study investigates the effect of human resources (HR) practices on job satisfaction within the online call center context. The sample of the study consists of 275 employees who were working as an online call center. SMARTPLS 3 was used to analyze the data. The findings of the study indicated a positive relationship between HR practices with job satisfaction. Furthermore, a positive impact of job satisfaction on customer satisfaction is observed. The mediation of customer interaction quality is also found to be significant in the relationship between job satisfaction and customer satisfaction.

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The present study evaluates the decentralization experience in Jordan offering an empirical test of the tripartite model of decentralization that has been developed by Schneider (2003) using descriptive and inferential analyses. The finding indicates that there is a moderate extent of the implementation of decentralization in Jordan with a mean of 3.12 and standard deviation of 0.581. SPSS analysis confirms a moderate degree for each core indicator within Jordanian experience; the mean average values recorded were 3.33, 3.11, and 2.95 for political, financial, and administrative indicators, respectively. As a result, Jordan's local administration essentially remains dependent on the local arms of centralized power. Finally, the implementation of decentralization experience in Jordan is influenced by the position variable of Jordanian civil servants at level (α ≤ .05).

PurposeThe aims of this research are to present a comprehensive and holistic view of talent management (TM) at universities by exploring the current practices of TM among private and public universities in Jordan and make a comparison between the two sectors in regard to how they recruit, retain, train and develop, and measure the performance of talented people. Moreover, the practice of recruitment and selection, or so-called reflective or process-oriented practices, has given special attention to see how both public and private universities differ in regard to this process in particular.Design/methodology/approachA structured questionnaire was utilized to elicit responses from participants on five selected constructs, recruitment and selection reflective or process-oriented practices, retention, training and development, and performance management. A convenient sampling approach was used to source participants for the study. The data has been analyzed, structured and organized utilizing SPSS software to analyze the results. Frequency tests have been used to test the demographic variables. Descriptive analysis was used to check the standard deviation and mean for total items. The reliability, discriminate validity, convergent validity and correlation matrix of all the questions have been tested using various methods. Moreover, exploratory (EFA) and confirmatory (CFA) tests were performed. For testing the hypothesis and to examine whether or not there is a significant difference in TM practices between public and private universities in Jordan, independent sample t-tests have been employed.FindingsThe results show that the means of TM practices differ slightly between public and private universities. The public universities demonstrate a higher level of TM practices compared to private universities in all practices except that of performance management. However, while there are visible differences in TM practices between public and private universities, these differences were not statistically significant. On the other hand, we revealed a significant difference in the reflective or process-oriented practices between public and private universities. The results show that HR departments in public universities are more likely to have less power in performing the recruitment and selection processes as compared to private universities. We also compared the extent to which elite academics in public universities select candidates congruent with their own personal and scientific preferences to the extent their counterparts do so in private universities and the results indicate that this practice differs significantly between public and private universities being far more common in private universities. Finally, we compared the practice of academic talents being recruited through informal networks of scouts between private and public universities. The results show a slight and insignificant difference between private and public universities concerning this practice.Originality/valueThis study is built on the concept of “new managerialism” in higher education, which supports collaboration between HRM professionals and academics to enhance TM practices. This research contributes to the body of knowledge by combining “reflective or process-oriented practices” with other TM practices in an attempt to make a comparison of public and private institutions’ practices and provide a more comprehensive view of the TM process. However, the overwhelming majority of study on TM has been carried out in Western countries, with limited attention paid to non-Western contexts. Even though this growing body of research has advanced our theoretical and empirical knowledge of TM, there is still a need to comprehend TM practices in the rest of the globe, particularly when one considers the cultural and institutional disparities that exist between countries. Moreover, according to the researcher’s best knowledge, no previous studies have compared public and private universities regarding talent management, and it would be of great importance to investigate the implementation of TM practices in this vital sector.

This paper aims to investigate the impact of corporate social responsibility on organizational reputation in Jordanian universities. Quantitative approach was adopted; electronic survey was employed wherein there was distribution of questionnaires to a sample of employees selected through a simple random approach. The sample was made up of a total of 340 employees based within both private and public universities in Jordan. This current study was founded upon the assumption that the commitment of organizations to social responsibility leads to increases in their abilities to achieve an organizational reputation that is good. The findings showed that all social responsibility practices (ethical, philanthropic and legal) have a significant and positive impact upon improving organizational reputation. In addition, the findings found that the legal responsibility is considered most practiced in Jordanian universities followed by ethical responsibility. Finally, there no significant impact for economic responsibility on organizational reputation. This paper can provide theoretical and practical contribution to social corporate responsibility and organizational reputation knowledge through explored the role of social responsibility in organizational reputation in new context in general and universities in particular.