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This paper aims to investigate the relationship between academic integrity of online university students and its effects on academic performance and learning quality. The first hypothesis aimed to see if there is statistically significant relationship between academic honesty of students taking online classes and their apparent academic performance. The second hypothesis aimed to see if there is a statistically significant difference in academic integrity among male and female students. The third hypothesis aimed to see if there was a statistically significant relationship between academic honesty of students and their quality of learning.

This is a quantitative study; data was collected via student emails from 155 active online university students.

There was a positive linear relationship for the first hypothesis, the relationship is relatively weak as the value of Pearson correlation was (0.172). For the second hypothesis, the results showed that there was no significant difference between males and females. The results for the third hypothesis showed that there is a statistically significant relationship between academic integrity of students taking online classes and academic learning quality. This relationship is relatively strong.

The sample size may have been a limitation for generalizing the results.

As a practical implication, authors recommend that education administrators focus on training their faculty members to stress and instill strong ethical values, such as academic integrity and honesty, in their students all throughout their academic journey.

As for social implication, the embracing of ethical values in students, graduates may continue to embrace such values in the workplace which may lead to more reputable and profitable work environment where the society at large benefits.

This research is among the pioneers that attempted to study the connection of academic integrity and learning quality from the students’ perspective.

This study aims to uncover graduating students’ standpoints on Wasta through exploring their motives to use it and its potential influences on them particularly when they move to a workplace (i.e. after leveraging it to gain employment).

Semi-structured interviews were conducted with 26 graduating students studying at a Jordanian private university.

Graduating students considered Wasta as a gateway to employment, which rationalised their motives to use it in terms of the perceived lack of equal opportunities in the market, and the absence of rules and regulations that inhibit it. However, they also perceived that being hired through Wasta could have positive and negative impacts on them.

The findings of the study enriched the understanding of various aspects of Wasta, such as why it is used, how it works and how it could have harmful effects on those who benefit from it in addition to those who do not have it, while previous literature primarily focussed on the latter. Although individuals may share similar contextual pressures that encourage them to use Wasta for employment purposes, this research shows that they would accept and justify its use for themselves, yet reject it for others. This study emphasises the need to conduct further research to explain these contradictory views. It also suggests exploring the motives of the patrons of Wasta and its influences on them when they offer it. This is to understand the psychology of offering Wasta and identify the roles of the parties who get involved in it.

The purpose of this paper is to examine critically the different influences of open/closed innovation on employees’ performance.

The paper takes into account the different influence of open and closed innovation on the performance of employees. Some previous literature was reviewed and the quantitative method used a structured questionnaire to collect primary data from participants.

The results indicated that open innovation was more influential on the performance of employees than closed innovation. It also appeared that the case study organization uses the open innovation approach in the investments department to attract more clients and investments and thus increase its benefits.

The paper presents a critical account of differences in the influence on employees’ performance between open and closed innovation; it also takes into account the pros and cons of both aspects and their influence on the overall performance of the organization, putting into perspective the recommendations for the best approach to guarantee a good orientation within the internal environment of the organization. Finally, it helps in understanding the best approach to attract talent and creativity to the organization.

It is expected that the current research will offer guidance to organizations in Jordan to draw up plans for effective management of innovative approaches both internally and externally. It highlights the practice of open innovation and its role in attracting talent to the organization, to boost employees’ performance.

The purpose of this study was to examine a factor structure of human resource management (HRM) practice scales through testing a causal model of HRM practices and to have one combined composite multi-dimensional HRM scale, to identify possible future directions for HRM strategy development and professional practice in Jordan.

Data were collected from 493 front-line employees from Jordanian organisations. The measurement model was tested on the complete dataset using exploratory factor analysis employing SPSS 17.0. Maximum likelihood method was used to determine the underlying factor structures. Confirmatory factor analysis was employed using LISREL 8.80 to further investigate the latent structure of the factors.

This study finally evidenced a good fit of data for a hypothesis four-factor model. The final model supported a conceptual framework that is inclusive of four domains, recruitment and selection, training and development, performance appraisal, and rewards and benefits, and lends support to the construct validity of the consolidated HRM practices scale.

First, the limited amount of research available on HR practices has limited the opportunity to gather content-rich information from the previous studies. Second, this study used three different scales to measure the four HRM practices as there was no one composite scale. Third, the validation of the HRM practices scale was based entirely on front-line employees working in Jordanian organisations. As a result, the psychometric properties of the HRM practices scale may not be generalisable to varied professions.

The findings of the study highlight the importance of the composite views of the HRM practices scale as a multi-dimensional construct. The study illustrates the parameter estimates representing relationships between the constructs under investigation.

The present study emphasises the need to expand the focus on HRM practices and contributes to the knowledge in several grounds. First, it validates the structure of HRM practices scales in Jordan. Second, this study enriched the understanding of HRM practices, drawing a sample of participants from different sectors (insurance, finance, services, accounting and industry), and suggests that these variables are as equally prominent as others in explaining employees' attitudes toward HRM practices.

This study aims to examine the effects of human resource management (HRM) practices on organisational commitment (OC) in the Middle Eastern context.

Survey data were collected from 493 front-line employees across a variety of industries in Jordan. A structural equation modelling analysis was performed to delineate the relationship between HRM practices and OC.

A test of the model was conducted using a path analytic approach hypothesising that HRM factors influence OC. The findings indicate that the causal model is consistent with the data and contributes to a fuller understanding of the association between HRM practices and OC.

This is the first study that represents a little-researched area of recent times and even less so in Middle Eastern countries. The findings of the study offer new perspectives on how HRM practices have direct and indirect effects on employees’ OC and would assist in reshaping the HR policies in organisations located in the Middle Eastern regions.

This study proposed to investigate the phenomenon of intention to quit among frontline employees. The main objectives of the current study were to examine the level of intention to leave and what factors influence the employees to consider leaving their organisations.

Data were collected from 493 frontline employees from Jordanian organisations. The study reported in this paper tested the factor structure of intention to quit using exploratory factor analysis and confirmatory factor analysis.

The findings which emerged from this study established a three‐factor solution model which is appropriate to test employees’ intention to quit based on three factors, namely work opportunities, personal needs, and personal responsibilities. The results provided new perspectives and support the overall validity of the nomological network of intention to quit factors, but also suggest that caution should be exercised in different contexts and cultural settings.

The present study emphasises the need to expand the focus on intention to quit research beyond attitudinal and relational factors. Theoretical implications, limitations and directions for future research are discussed.

The aim of the paper is twofold. First to evaluate the latent factor structure of human resource management (HRM) practices scales, and second, to examine the nature of HRM practices within the Jordanian context. Further, the study identifies possible future directions for HRM strategy development and professional practice in Jordan.

A survey was completed by 493 frontline employees from Jordanian organizations. Principal component analysis (PCA) was used to determine the underlying factor structures and multidimensional scale (PROXSCAL) method is also employed to obtain a micro view of the latent factor structures of the consolidated scale.

This study demonstrated a good fit of data for a four-factor structure in Jordanian samples. This is consistent with the disposition of factor structure in the original scales and lends support to the construct validity of the consolidated HRM practices scale.

A limited amount of research available on human resource practices in Jordanian organizations has limited the opportunity to gather content-rich information from previous studies. Also, the few studies that are available are not based on empirical realities and tend to be anecdotal in nature.

The practice of HRM within Jordanian organizations cannot be expected to improve whether its practitioners do not understand the nature of its current applications. Equally, there is no clear evidence as to the participation of HR managers in strategic decision making in the Jordanian private and public sectors.

This paper contributes to the knowledge in several grounds. First, it validates the structure of HRM practices scales in Jordan. Second, it contributes to the knowledge of the topic of HRM practices in Jordan.

The purpose of this paper is designed to test a conceptual model founded on the theoretical background generated above, and to evaluate the latent factor structure of organisational commitment among frontline employees in Jordanian organisations.

Principal component analysis has been used to determine the underlying factor structures for exploratory factor analysis. A test of the model uses a path analytic approach with LISREL 8.80 for confirmatory factor analysis.

The results indicated that the data relationships are consistent with the causal model of organisational commitment and contribute to understanding the attitude of the employees. Also, the current results emphasize the need for a practical approach in examining organisational commitment level as employers can control the individuals' perceptions in accordance with the business settings.

This paper contributes to theory with respect to organisational commitment and employee attitudes. The findings encourage Jordanian organisations to focus more on employee perceptions and commitment, by providing a better understanding of the motivational factors at work.

This paper contributes to the knowledge in several grounds. First, it validates the structure of organisational commitment in a non-Western context. Second, it contributes to the knowledge of the topic of commitment in Jordan.

The purpose of this paper is to examine the importance of work values in Jordan; as well as to demonstrate empirically, the nature of work values.

The study reported in this paper tested the factor structure of work values among a group of 493 employees in Jordanian organizations using exploratory factor analysis and confirmatory factor analysis.

The results established a three-factor solution (job accomplishment, work nature, and job advancement) which was found to be appropriate to test employees’ work values. The results from this study revealed interesting relationships between organizational variables (sector and type of business) and work values. The findings also demonstrated a significant relationship between demographic variables (educational background and work experience) and work values.

The research surveyed frontline employees in the Jordanian organizations. Further research is required to confirm the generalizability of the findings in other Middle Eastern countries. Importantly, results suggest that caution should be exercised in different contexts, job levels, and sub-cultural settings.

The work-values construct represents a little-researched area of recent times and even less so in Islamic countries. The findings of the study offer new perspectives on the work values in the Middle Eastern settings and support the overall validity of the nomological network of work value factors.

The aim of this paper is to highlight and provide a stronger focus on the nature of human resource management (HRM) in Jordan.

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.

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.

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.

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.