The impact of human resource management practices on organizational performance in construction companies in Jordan

Sweis, Rateb J.; Ogla, Karam; Abdallat, Yousef; Sweis, Ghaleb; Suifan, Taghrid; Saleh, Rawan

doi:10.1504/ijbir.2020.10025591

Cited by 3 publications

(2 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…These designations are organizational learning and learning organizational. The process of generating, disseminating, and preserving knowledge inside an organization is known as organizational learning [8]. In this definition, organizational learning is a learning process to create something in an organization, whereas learning organizational is something like an organization that describes the capacity to create results that are truly what you want [9].…”

Section: Introductionmentioning

confidence: 99%

The Influence of Knowledge Management, Organizational Learning, and Risk Taking on Organizational Performance: Positive Innovation Outcomes as an Intervening Variable

Lisetyaningrum,

Padmantyo

2023

Advances in Economics, Business and Management Research

View full text Add to dashboard Cite

Organizations today are faced with complex conditions along with the changes that occur. To sustain its place in the market, a company must, however, continue to be competitive. This study analyzes the relationship between knowledge management, organizational learning, risk-taking, positive innovation outcomes, and organizational performance. The traders at the Solo Klewer market who had been in business for more than two years made up the sample for this study, which included 100 respondents. The data analysis techniques used in this study were Structural Equation Modelling (SEM) and Partial Least Square (PLS). The findings of this study demonstrate that knowledge management, organizational learning, and risk-taking have no significant positive relationships with organizational performance; nevertheless, they do have a strong positive relationship with successful innovation outcomes. Positive innovation results can significantly and positively mediate the relationships between knowledge management, organizational learning, risk-taking, and organizational performance. Positive innovation outcomes were used as a mediator variable in the findings to fill a vacuum in the research, and the results have practical implications for the use of innovation activities in organizational change management. This study had limitations, including the fact that it only looked at a few business sectors, limiting the findings' applicability to broad-based, generalizable decision-making..

show abstract

Section: Introductionmentioning

confidence: 99%

The Influence of Knowledge Management, Organizational Learning, and Risk Taking on Organizational Performance: Positive Innovation Outcomes as an Intervening Variable

Lisetyaningrum,

Padmantyo

2023

Advances in Economics, Business and Management Research

View full text Add to dashboard Cite

show abstract

“…Appropriate human resource practices will boost organizational performance (Abdallat et al, 2020). To compete with universities in other countries, higher education human resources of relevant quality are required (Suradi, 2018).…”

Section: A Introductionmentioning

confidence: 99%

Insani’s Human Resource Management in Transforming Private Islamic Universities in Jambi

Iryani,

Muntholib,

As'ad

et al. 2023

JSWSE

View full text Add to dashboard Cite

The goal of this study is to create a representation of several tertiary institutions that are capable of significant transformations. The findings of this field research: 1) Management policies in preparing Insani’s Human Resources (SDI) for the transformation agenda at IAI Muhammad Azim with a focus on HR readiness policies and academic governance policies. The Governance Policy at IAI YASNI applies the principles of Insani’s Human Resource Management (MSDI), namely: shura, musyarakah, al-ujrah, and obedience to leaders, 2) The process of transformation through the practice of MSDI in Private Higher Education IAIMA and IAI YASNI is divided into the process of administrative transition and the process of building a transformative work culture and MSDI, 3) The dynamics in the Implementation of the Transformation Agenda at Private Higher Education in Jambi province run dynamically and continuously through internalization of transformative values and strategic planning and capacity building of higher education SDI, 4) There are several barriers to IAI Muhammad Azim’s transformation program, including a lack of commitment to the organization, a dearth of qualified human resources (tridharma and education and training), acclimatization to new technologies and cultural norms, and opposition to internal change. The following factors are preventing IAI Yasni from implementing its change agenda: compensation restrictions, sincerity, resistance, and conflict of interest between administrators, 5) The accomplishments of the transformation agenda that IAI Muhammad Azim can produce, specifically: adjustments to a new work culture, adjustments to human resources from an Islamic values perspective, and institutional adjustments. A new integrated digitalization-based work culture, quality-based tridharma education, and the construction of a new work culture based on competence and sincerity are all part of IAI Yasni’s transformation plan, and 6) Kopertais as a facilitator and institution that fosters and has internal performance, namely assisting universities in preparing material for changes in status transfer.

show abstract

Impact of Organizational Culture on Human Resource Management: A Critical Analysis

Manekar

2024

IJISEM

View full text Add to dashboard Cite

Organizational culture plays a critical role in shaping Human Resource Management (HRM) practices and overall organizational success. This paper explores the connection between culture and HRM, highlighting how a positive culture enhances recruitment, training, performance management, and employee engagement. A supportive culture fosters trust, teamwork, and motivation, creating a strong foundation for growth. However, challenges arise when the culture is rigid or misaligned with organizational goals. Negative cultural traits, such as resistance to change or workplace conflicts, can hinder HRM effectiveness and employee satisfaction. This review emphasizes the importance of balancing culture and HRM to overcome such challenges. The review concludes that aligning organizational culture with HRM practices is vital for achieving long-term success. By promoting positive values, supporting leadership, and addressing cultural gaps, HRM can drive employee satisfaction, productivity, and organizational growth. This review contributes to understanding how culture influences HRM and offers insights for organizations aiming to create a balanced and thriving workplace.

show abstract

The impact of human resource management practices on organizational performance in construction companies in Jordan

Cited by 3 publications

References 0 publications

The Influence of Knowledge Management, Organizational Learning, and Risk Taking on Organizational Performance: Positive Innovation Outcomes as an Intervening Variable

The Influence of Knowledge Management, Organizational Learning, and Risk Taking on Organizational Performance: Positive Innovation Outcomes as an Intervening Variable

Insani’s Human Resource Management in Transforming Private Islamic Universities in Jambi

Impact of Organizational Culture on Human Resource Management: A Critical Analysis

Contact Info

Product

Resources

About