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Article
Publication date: 29 August 2023

Arwa Al-Twal, Doaa M.F. Jarrar, Ghazal Fakhoury and Rashed Aljbour

The aim of this study is to explore employees’ perceptions of the role of human resources (HR) departments in Jordanian organisations and the reasons behind these perceptions.

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Abstract

Purpose

The aim of this study is to explore employees’ perceptions of the role of human resources (HR) departments in Jordanian organisations and the reasons behind these perceptions.

Design/methodology/approach

Semi-structured interviews were conducted with 23 employees who work at different organisations in various industrial sectors in Jordan.

Findings

Employees perceive HR roles as: providing transactional services (traditional); working as business partners to facilitate other departments’ roles (limited). Perceptions of HR professionals and the role of HR departments were generally negative, due to: societal-cultural norms and stereotypes of HR departments and HR professionals; the role of Wasta (a localised form of favouritism) in affecting HR practices; employees’ personal experiences with HR departments and HR professionals at their workplace; and the non-availability of human resources management (HRM) degrees in Jordan.

Originality/value

Limited research has explored varying perceptions about HR departments and their impacts on business contexts in emerging markets, including Jordan. This research is unique as it identifies the reasons behind common misconceptions of HR roles in Jordanian organisations. It extends beyond existing literature by integrating employees’ perceptions of the role of the HR departments to understand the consequences for HR practices’ operational effectiveness. It also pioneers consideration of societal culture in shaping these perceptions, which helps us build theories for future testing and generalisation purposes in other contexts with cultural commonalities. This study also highlights the current state of HRM development in Jordan, which helps in setting the agenda for future research in the country and the Middle East and North Africa region.

Details

International Journal of Organizational Analysis, vol. 32 no. 8
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 28 January 2025

Rashed Al Karim, Ummea Jebunnesa and Md Karim Rabiul

This study aims to examine how perceived supervisor and organizational support mediate the association between talent management and work engagement in Bangladesh’s manufacturing…

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Abstract

Purpose

This study aims to examine how perceived supervisor and organizational support mediate the association between talent management and work engagement in Bangladesh’s manufacturing industry. It also analyzes the association between work engagement and sustainable organizational performance.

Design/methodology/approach

A structured survey questionnaire was used to collect data from 385 employees working in the manufacturing industry in the Chattogram division, applying a convenience sampling approach. Data was assessed using SmartPLS software.

Findings

The key findings are that perceived supervisor and organizational support mediate the relationship between talent management practices and work engagement. Moreover, work engagement positively influences an organization’s sustainable performance.

Practical implications

This study adds knowledge to the existing literature on talent management, work engagement and sustainable organizational performance. The findings may improve employee work engagement through talent management practices in Bangladesh’s manufacturing industry.

Originality/value

This study is one of the few in the Bangladeshi manufacturing industry that provides an extensive overview of talent management practices and work engagement, using perceived supervisor and organizational support as mediating variables.

Details

Global Knowledge, Memory and Communication, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9342

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