The impact of human resource management practices on person– job fit: the mediating role of human resources agility at Jordanian airlines companies

Volume 11, Issue 1, Article 9 - 2021

Authors: Maher Al-Nawasrah;Khaled Khalaf Alafi

Copyright © 2021 . This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

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Abstract

This study aims to analyze the impact of the human resources management practices on adapting person- job fit, with the existence of human resource agility as a modified variable in Jordanian airlines, The researcher relies on the descriptive and analytical approach, The study population consist of all employees of the Jordanian airline companies, within the upper and middle administrative levels, whose number is (185) individuals. Due to the study small population number, the researcher adopted the entire study population as a sample for the study and in the comprehensive survey method. The results showed that human resource management practices has a statistically significant effect on person- job fit, human resource management practices effect at the agility of human resources, and agility of human resources effect at the person - job fit in the Jordanian airline companies. The results showed that human resource agility improves the impact of human resource management practices on person- job fit. The study recommended that Jordanian airlines maintain the continuity of interest in human resource agility and alignment of the individual with his job, in addition to human resource management practices in all its dimensions and the use of tools to ensure that the level of interest in them does not decline or decline.

How To Cite This Article

Al-Nawasrah, Maher & Alafi, Khaled (2021). The impact of human resource management practices on person– job fit: the mediating role of human resources agility at Jordanian airlines companies. Global Journal of Economics and Business, 11(1): 113-131
https://doi.org/10.31559/GJEB2021.11.1.9