The Impact of Human Resource Management Practices, Organizational Culture, Motivation and Knowledge Management on Job Performance with Leadership Style as Moderating Variable in the Jordanian Commercial Banks Sector

Authors

  • Ghaith Abdul raheem raheem Ali Alsheikh Universiti Sultan Zainal Abidin (UniSZA)/Faculty of Economics & Management Sciences, Malaysia
  • Enas Ali Theeb Alnawafleh Al-Balqa` Applied University/Ma'an College
  • Mutia Sobihah Binti Abd Halim Universiti Sultan Zainal Abidin (UniSZA)/Faculty of Economics & Management Sciences, Malaysia
  • Abdul Malek Bin A A Tambi Universiti Sultan Zainal Abidin (UniSZA)/Faculty of Economics & Management Sciences, Malaysia

DOI:

https://doi.org/%2010.6000/1929-7092.2017.06.48

Keywords:

Keyword, Human resource management practices, culture, motivation, knowledge management, leadership style, job performance.

Abstract

Abstract: In this paper, the effect of three human resource management practices namely, compensation and benefits, training and development, and performance appraisal and achievement was examined along with organizational culture, motivation and knowledge management on job performance among Jordanian banks. The construct of job performance was measured by the combination of task performance and organizational citizenship behavior. The study employed convenience sampling to which 30 questionnaires were distributed. The finding showed a significant impact of human resource management practices (compensation and benefits, training and development, and appraisal and achievement), organizational culture, motivation and knowledge management on job performance in the Jordanian banks. On the basis of the findings, the researcher provided recommendations for the banks in terms of strengthening the relationship between their knowledge management job performance. The study also provided implications to theory and practice based on the findings. 

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Published

2018-01-16

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Section

Articles