This study seeks to explore the impact of specific set of HRM practice on organisational performance in a Middle Eastern emerging market. It aims to examine the mediating role of social exchange within the healthcare sector in Jordan, which is presently reeling under pressure from the refugee crisis from Syria and neighbouring countries. Both, HR and hospital managers were targeted in all private and public hospitals through two separate questionnaires. We find, as predicted, that recruitment, training, and internal promoting from within have a positive and significant effect on performance. However, contrary to expectations, we found performance appraisal and rewards and benefits not linked with performance. Notably, whilst researchers argue that a better theoretical understanding of the mechanisms describing the relationship between HRM and performance should be developed, the results indicate that social exchange can play an essential role in explaining the HRM‐performance indirect relationship – a result that partly unlocks the elements of so‐called ‘black box’ in HR research. The theoretical and applied implications of these findings are explored.

In this study, we suggest that manager envy will moderate the relationship between perceived overqualification and job-related outcomes (employee turnover, job satisfaction, and performance evaluation). We examined our hypotheses using a sample of 322 employees working in five-star hotels in the United Arab Emirates (UAE), gathered across five time periods. Web-based questionnaires were utilized to collect the data due to the COVID-19 pandemic and in order to obtain results more quickly. We gathered data from June 2021 to February 2022 from superiors at T1 and T4 and subordinates at T2 and T3 in five periods. We left a gap of two weeks between each period, and the same respondents were utilized for all phases. The findings indicate that perceived overqualification was more strongly and negatively related to employee job satisfaction when managers reported high envy. Furthermore, when envy was high, employee overqualification was positively related to job turnover. Promotion had no direct or moderated effects. The implications for the literature on overqualification and envy were addressed. The findings suggest that group-level implications on how perceived overqualification influences employees should be investigated. Perceived overqualification as a result of reporting to envious supervisors had a detrimental impact on the perceived performance and achievement of individuals who were overqualified. The findings also emphasize the relevance of examining overqualification at many levels of analysis, as well as the need to look into manager-level moderators.

In this study, we examined the role that knowledge sharing plays in mediating the relationship between the employee trust in leadership and employee innovation in the service sector in the United Arab Emirates (UAE). We included 346 people employed in the service industry. According to the study’s findings, having faith in one’s leader has a beneficial and discernibly positive impact on the degree to which employees share their knowledge and innovate. Knowledge sharing has a positive and substantial effect on the creativity of employees, and vice versa. According to the study’s findings, the openness of leaders partially mediates the willingness of employees to try new things and share information, which is a consequence of the trust that employees have in their leaders and their willingness to experiment with new concepts.

<p>The structure of workplace in hospitality sector has become apparently diverse. As a vital step in defining how diversity affects organizational performance, we suggested training as a mediator over which diversity in income level and race indirectly affects organizational performance. We also emphasized two human resource practices, namely, rewards and performance appraisal, as important possibilities that moderate the impact of employee diversity on training and organizational performance.  A sequential regression analysis was applied on performance appraisal data including information from directors, unit managers, supervisors, low level workers, and customers, as well as financial outcomes from 167 organizations in the United Arab Emirates (UAE) (683 full time employees) in the hospitality sector including hotels, restaurants, theme parks, travel agents, recreational centers, and museums, which assisted in supporting the hypotheses. The findings provide unique practical and theoretical understandings into the effective management of employee diversity.</p>

<p>  </p> <p>In this study, we suggest that manager’s envy will moderate the relationship between overqualification and job-related outcomes (employee turnover, job satisfaction and, performance appraisal). We examined our hypotheses using a sample of 322 employees working in five star hotels in United Arab Emirates (UAE), gathered across five time periods. The findings indicated that overqualification was more strongly and negatively related to employee job satisfaction when managers reported high envy. Furthermore, when envy was high, employee overqualification was positively related to job turnover. Performance appraisal had no direct or moderated effects. The implications for the literatures on overqualification and envy were addressed.</p>