Managing human resources in Jordanian organizations: challenges and prospects

Khaled Aladwan, Ramudu Bhanugopan and Alan Fish

International Journal of Islamic and Middle Eastern Finance and Management, 2014, vol. 7, issue 1, 126-138

Abstract: Purpose - – The aim of this paper is to highlight and provide a stronger focus on the nature of human resource management (HRM) in Jordan. Design/methodology/approach - – This paper discusses four practices of HRM: recruitment and selection, training and development, performance appraisal and rewards and benefit; and links these practices with social factors: political environment, economical issues and cultural values. Findings - – The findings suggest that HRM in Jordan has not yet received due attention. The employee recruitment and selection process is largely inadequate and needs effective attention. In many Arab and more specifically Jordanian organizations, expenditure and time spent on training and development are considered unuseful and unnecessary functions. Practical implications - – The effectiveness of even skilled and qualified employees will be limited if they are not encouraged and motivated to work, but through HRM practices, they can be encouraged to work harder and smarter. Increasingly, employees' performance and skills can also be influenced by HRM practices, which control the acquisition and development of the organization's human capital. Originality/value - – Jordanian organizations are facing major problems surrounding the development of human capital, including high turnover rates and a lack of skilled employees. Low spending on research, training and development has fuelled these problems. HRM literature shows that many Arab organizations, including public and private Jordanian organizations, need to devote more attention to their HRM practices.

Keywords: HRM practices; Jordan (search for similar items in EconPapers)
Date: 2014
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Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:eme:imefmp:v:7:y:2014:i:1:p:126-138

DOI: 10.1108/IMEFM-09-2013-0104

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