Enhancing employee loyalty to the company is essential to maximize corporate ability and achieve respective goals, as employees are the most valuable resource. Hence, managing human resources in organizations is key to achieving contemporary business success. The current study aims to assess the impact of human resource management practices (HRM) on organizational performance with employee engagement as a potential mediator. This study was conducted on Jordanian tourism projects. A total of 300 questionnaires were distributed with 237 returned. The data were analyzed through the partial least squares (PLS) software. Resultantly, performance appraisal and employee engagement significantly and positively impacted organizational performance. Recruitment and selection, training and development, compensation, and performance appraisal also significantly and positively impacted employee engagement. Employee engagement significantly mediated the impact of performance appraisal on recruitment, selection, and compensation with organizational performance.

This study mainly focuses on examining the effects of employee motivation on Job Satisfaction, job satisfaction on customer satisfaction, customer satisfaction on firm performance, and the moderating role of employee empowerment on the relationship between employee motivation and job satisfaction. The current study follows convenience sampling to collect the data. The questionnaire uses the survey method of self-administered. To analyse the relationship between the variable and test the hypothesis PLS3 (Partial least-squares) equation is used. The main contributors to the current study were staff of the hotels. The sample size of the study is 380 worker staff of a hotel. The findings of the study indicated that employee motivation effect significantly and positively on job satisfaction, job satisfaction effect significantly and positively on customer satisfaction, customer satisfaction effect significantly and positively on firm performance, and for the moderation the finding shows that Employee empowerment effect positively and significantly on the relationship between Employee motivation and Job Satisfaction.

This study aimed to examine the influence of talent management practices (recruitment and selection, training and development, rewards and compensation) on employee retention and employee performance in Jordanian service organizations. A questionnaire was adopted and distributed among the employees in the service organizations in Jordan; the study’s respondents were 267 employees from service organizations (telecommunication firms, banks, and tourism firms). SmartPLS 3 was used to analyze the data and to examine the measurement and structural models. The findings of the study indicated that rewards and compensation significantly and positively affected employee performance (t = 2.558) and employee retention (t = 5.336). Similarly, recruitment and selection significantly and positively influenced employee performance (t = 2.208) and employee retention (t = 5.822). Training and development also significantly and positively affected employee performance (t = 2.288) and employee retention (t = 2.699). The results suggest that implementing talent management practices (recruitment and selection, training and development, and rewards and compensation) can improve employee retention and performance in Jordanian service organizations.

The lack of clarity related to the concept of emotional labor has impeded its development regardless of the conspicuous importance of emotional labor for the external and internal environments which include the employees, organizations, structure, operations, and clients. Thus, this research aims to highlight the connection between emotional labor and its impact on employee performance. This study is concerned with the employees in the services sector in the period between January 2011 and June 2022 and included a total of 21 articles. In general, this review found that emotional labor can result in positive results for the business, as enhancing workers’ satisfaction as well as performance, on the other hand, burnout and poor job performance when people are compelled to express emotions differently than their own, the findings were highlighting the consistent connection between surface acting (SA) and employee performance. Nonetheless, the findings of deep acting (DA) and the employee’s performance were blended (Çağlıyan et al., 2013; Alsakarneh et al., 2019). Searches were conducted using ProQuest, EBSCO, Emerald Insight, PsycINFO, Science Direct, and Google Scholar. The research team systematically reviewed each article and relative reports, eliminating those not relevant to the review.