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.

Industrial firms require timely environmental information to evaluate resource use, compliance exposure, and the long-term consequences of strategic alternatives. This study examines the association between environmental business intelligence and sustainable strategic decision quality and evaluates green strategic agility as a potential transmission mechanism in Jordanian industrial organizations. A cross-sectional survey yielded 312 usable responses from managers, supervisors, administrative employees, and technical specialists. Environmental business intelligence was modeled through environmental data quality, analysis and prediction, reporting and dashboards, and sustainability integration. The primary sustainable decision-quality construct used 14 directly observed items; six planned items absent from the original data file were excluded from all reported models. Composite-based partial least squares structural equation modeling with 5,000 bootstrap samples showed a strong positive association between environmental business intelligence and sustainable strategic decision quality (β = .729, p < .001, f² = 1.083) and a small positive association with green strategic agility (β = .152, p = .007, f² = .024). Green strategic agility was not significantly associated with decision quality (β = −.067, p = .093), and the indirect effect was unsupported. Because the agility scale showed weak reliability and convergent validity, its structural results are interpreted as exploratory diagnostics rather than confirmatory mediation evidence. The findings emphasize environmental information governance while identifying measurement and organizational-routine conditions that future research must address.