The Impact of Human Resource Management on the Organizational Creativity As Perceived by the Employees of Telecommunications' Companies in Jordan: A Case Study
This study aims at identifying the level of practice and human resources management functions, and the level of the practice of organizational creativity in the Jordan telecommunications companies, and to identify the impact of human resources management functions to organizational creativity and measure the impact of demographic and functional factors on the functions of human resources management and organizational creativity.
The mathematical model was created by expressing its five degrees with numbers ranging from 5 to 1, where 5 represents a complete agreement, and 1 illustrates a complete disagreement, and the seven objective negotiating abilities, which are analytical ability, economic, legal, and linguistic knowledge, psychological, normative, and general knowledge.
Design/ methodology/ approach:
This study relied on the analytical descriptive approach by reviewing theoretical literature and studies related to the subject of the study. Using the questionnaire as a tool for data collection, and the adoption of some statistical techniques.
The study concluded the following results:
- Practicing level of (HRM) functions in Jordan Telecommunications Companies and the Organizational Creativity level in the Jordan Telecommunications Companies is are high. There is a significant effect of (HRM) functions on organizational creativity in Jordan Telecommunications Companies.
- The results indicate a significant statistical difference in the trends of the respondents towards the practice of (HRM) functions in Jordan Telecommunications Companies attributed to demographic and functional factors (sex, age, academic qualifications, scientific expertise, administrative level). It also indicate that there were significant differences in the trends of the respondents towards the practice of organizational creativity in the Jordan Telecommunications Companies attributed to demographic and functional factors (sex, age, academic qualifications, scientific expertise, administrative level).
The study concluded several recommendations such as: the need to focus on the planning function of human resources.
This study is the first of its kind, examining the dependent variable (Human resource management jobs) and the independent variable (organizational creativity) in Jordanian telecommunications firms. The findings of this study will serve as the foundation upon which decision-makers in telecom organization will base their human resource management strategies.