Purpose: The goal of this study is to determine how organizational justice (OJ), employee silence (ES), and workplace bullying (WB) affect turnover intention (TI). ES and WB play mediating roles in this study, and work stress (WS) acts as a moderator between ES, WB, and IT. Design/methodology/approach: The study has selected for a quantitative method of analysis in order to meet its goal. 370 nurses from Jordan's public hospitals filled out questionnaires based on a random sample. Smart PLS 3.3.3 was used to evaluate the data. Findings: Results show that OJ is highly impacted by IT. OJ also has a close relationship with ES and WB. ES and WB hence have a substantial relationship with IT. More significantly, the study showed that the OJ and IT were mediated through the ES and WB. Additionally, WS acts as a mediator between WB and IT. Practical implications: This paper adds to the body of theoretical and applied research on turnover intention analysis. This study's theoretical framework should make it easier for individuals to understand the difficulties that come with the intention to turnover in Jordan's public hospitals. However, this study offers Jordanian decision-makers with useful guidance on how to encourage Jordanians to lessen their intentions to turnover by thoroughly examining the critical factors that influence turnover intention. Originality/value: It is important to take into account the rising rate of employee turnover at Jordan's public hospitals. Turnover has become a significant concern for management on a global scale.

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Background: The Jordanian banking sector is facing rapid technological advancements and evolving business challenges, prompting the need for innovative and sustainable management practices. Green Human Resource Management (GHRM) has emerged as a strategic approach to enhance organizational performance through environmentally responsible and ethical practices. Supported by strong top management commitment, GHRM enables banks to achieve competitive advantage, operational efficiency, and long-term sustainability in a dynamic business environment. Objective: This study aims to explore the correlations between green HRM, and competitive advantage through the mediating role of competitive advantage in Jordanian commercial banking sector. Methodology: The study’s focus is on HR managers and supervisors in Jordanian commercial banks. Through stratified random sampling, 400 respondents from various banks were chosen, and self-administered questionnaires were distributed via email, 370 were considered suitable for analysis. The study utilized Partial Least Squares Structural Equation Modeling (PLS-SEM) with Smart PLS 3 to examine the interconnectedness of the key constructs. Findings: Results indicated significant relationships between green human resource management, and competitive advantage. Furthermore, the study further identified top management support as a moderating factor in the relationship between green human resource management and competitive advantage. Implications: Simultaneously, policymakers and regulators, intrigued by the findings, are increasingly invested in discovering innovative methods to enhance the environmental sustainability of services in developing countries. The research’s insights into green HRM practices offer valuable input for policymakers seeking effective strategies within diverse economic and cultural contexts.

Background: In the era of rapid digital transformation, the banking sector faces increasing pressure to integrate ethical values and adaptive organizational behaviors to sustain performance and employee well-being. In Jordan, commercial banks are navigating technological advancements while maintaining moral and operational integrity, making it essential to understand how organizational morality and improvisation shape digital performance and workforce welfare. Objective: This study aims to examine the impact of organizational morality and organizational improvisation on digital electronic performance and employee well-being in Jordanian commercial banks. It further explores the moderating role of organizational prestige within these relationships. Method: Data were collected from managers, assistant managers, and tellers across 12 Jordanian commercial banks. A total of 261 valid responses were obtained using a purposive sampling technique. The hypotheses were tested using partial least squares structural equation modeling (PLS-SEM). Result: Findings indicate that organizational morality and organizational improvisation significantly affect digital electronic performance and employee well-being. Digital electronic performance, in turn, demonstrates a strong positive relationship with employee well-being and serves as a mediating variable between organizational morality, organizational improvisation, and well-being. Furthermore, organizational prestige moderates the relationship between organizational morality, organizational improvisation, and digital electronic performance.