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This study aims to explore the factors that influence job satisfaction among women in Jordan and contribute to the growing interest in women’s workplace happiness in the context of the Middle East.

The authors used an explanatory sequential mixed-method approach. During the first phase, 250 female respondents were surveyed from the private sector in Jordan. The authors analyzed the impact of various employment-related attributes and other variables, including educational level, position, work experience, daily work hours, income level, relationships with colleagues and supervisors and internal career opportunities on job satisfaction. During the second stage, the authors interviewed 23 supervisor female respondents and conducted a thematic analysis to explore in more depth the determinants of job satisfaction of females working in the private sector in Jordan.

The quantitative findings of this study indicate that job satisfaction is positively influenced by education level and income, while notably, it was negatively impacted by work experience and daily work hours. Relationships with colleagues and supervisors, as well as internal career opportunities, positively affect job satisfaction. The qualitative findings of the study indicate that positive corporate culture, developing subordinates, financial independence, self-worthiness, work-life balance, internal career opportunities and factors that spillover from the personal life domain contributed highly to job satisfaction.

The findings of this study can help employers in gaining a deeper understanding of the needs and behaviors of female workers in the Middle East, potentially resulting in decreased job turnover and heightened productivity.

This study offers valuable insights into the cultural dynamics at play and sheds light on the psychology of the Arab female workforce. Given the limited research on job satisfaction among women in the Middle East and the Arab world, this study holds significant importance for practitioners.

The purpose of this study is to examine the role of specific human resources (HR) practices (leadership, employee relations, employee safety, rewards and incentives and career opportunities) on organizational performance in the context of the Middle Eastern market, with a specific focus on the United Arab Emirates (UAE) hotel sector.

A comprehensive research methodology was used for this study. Two distinct questionnaires were crafted: one targeting 338 hotel employees who completed the HR practices survey, and the other for 109 general hotel managers who completed the organizational performance survey. All respondents were from five-star hotel establishments in the UAE. To validate the hypotheses, a multidimensional approach was adopted. This paper first applied factor analysis to understand correlations and groupings among the factors. This paper then undertook validity assessment by examining factor loadings, average variance extracted and the reliability values for all parameters. Discriminant validity was also carefully evaluated.

The results found that there is a direct correlation between leadership, employee relations and career opportunities, with boosted organizational performance. Contrary to prevalent assumptions, the data showed no discernible link between employee safety, rewards and incentives and the actual performance of organizations. The results highlight the crucial role of social exchange in interpreting the indirect relationship between HR practices and organizational performance. This insight offers a fresh perspective on the often-discussed 'black box' in HR research.

The novelty of this study lies in its intricate exploration of human resource management practices within a region experiencing swift socioeconomic transformations due to factors such as the significant expatriate presence and economic diversification. By underlining the significance of social exchange as a mediating factor, this research significantly contributes to the ongoing dialogue on HR-performance relationships, offering insights for both theoretical and practical applications in HR activities formulation in the context of the UAE.

The paper focuses on bridging the existing literature gap on the role of leadership in influencing employee engagement considering the advancement in technologies. With this, the author explores how the three critical elements of service-based companies' business environment-artificial intelligence (AI) success, employee engagement, and leadership are interlinked and are valuable for raising the engagement level of employees.

A purposive sampling strategy was used to select the employees working in the respective companies. The survey was distributed to 150 senior management employees but responses were received from only 56 employees making the response rate 37.33%. Consequently, an empirical examination of these 56 senior management employees belonging to service-based companies based in Delhi NCR using a survey questionnaire was conducted.

The PLS-SEM (partial least squares structured equation modelling) revealed that AI has a positive role in affecting employee engagement levels and confirmed the mediation of leadership. The magnitude of the indirect effect was negative leading to a reduction in total effect magnitude; however, as the indirect effect model has a higher R square value, the inclusion of a mediating variable made the model more effective.

This study contributes to extending the existing knowledge of the academicians about the relationship theory of leadership, AI implementation in organizations, AI association with leadership and AI impact on employee engagement. The author extends the theoretical understanding by showing that more integration of AI-supported leadership could enable organizations to enhance employee experience and motivate them to be engaged. Despite its relevance, due to the limited sample size, focus on a specific geographic area (Delhi NCR) and the constraint of only using quantitative analysis, the findings open the scope for future research in the form of qualitative and longitudinal studies to identify AI-supported leadership roles.

The study findings are beneficial majorly for organizations to provide them with more in-depth information about the role of AI and leadership style in influencing employee engagement. The identified linkage enables the managers of the company to design more employee-tailored strategies for targeting their engagement level and enhancing the level of productivity of employees. Moreover, AI-supported leadership helps raise the productivity of employees by amplifying their intelligence without making technology a replacement for human resources and also reducing the turnover rate of employees due to the derivation of more satisfaction from existing jobs. Thus, given the economic benefit and societal benefits, the study is relevant.

The existing studies focused on the direct linkage between AI and employee engagement or including artificial intelligence as a mediating variable. The role of leadership is not evaluated. The leadership enables supporting the easy integration of AI in the organization; therefore, it has an important role in driving employee engagement. This study identifies the contribution of leadership in organizations by providing the means of enhancing employee satisfaction without hampering the social identity of the company due to the integration of AI.