This study investigates the relationship between Human Resource Management Practices (HRMP) and Financial Performance in the Jordanian Banking Sector, with a particular focus on the moderating effect of Organizational Culture. Employing a quantitative research approach, data was collected through surveys distributed among 353 employees in the Jordanian Banking Sector using a structured questionnaire. Random sampling was adopted as the sampling method. The findings from a partial least square structural path analysis reveal significant positive relationships between HRM practices (Employees Training, Incentives, Recruitment, Decentralization, and Job Security) and Financial Performance. Notably, Decentralization emerges as the strongest positive influencer, while Job Security exhibits a negative association with Financial Performance. Furthermore, the results from moderation analysis indicate significant interaction effects between Organizational Culture and various factors on Financial Performance in particular, the relationship with Employees Training, Incentives and Decentralization is positive toward Financial Performance that concludes a significant organizational culture increases HRM practices effects on financial results. On the other hand, allocation of job security dampens Financial Performance that suggests instead a healthy firm culture may neutralize over and above what is gained from guaranteeing employee job. On the other hand, in nonreciprocal interactions such as Organizational Culture and Recruitment does not substantially influence Firm’s financial performance; this implies that culturally organizational may play an insignificant moderating role between recruitment practices than to firm outcomes. These research findings further elaborate the intricate relation in between HRM practices, Organizational Culture and Financial Performance through Jordanian Banking Sector. This study is vital and important to both researchers for the argument that this paper has advanced above all, as well as managers in practice who should do their best at creating such a positive organizational culture which will enable HRM practices becoming more effective., thereby leading to better financial performance of banking organizations.

This study aims to determine the effect of the relationship between the application of fingerprints, work discipline, and the provision of incentives on the Sustainable Performance of the Jakarta Institute of the Arts Film and Television Faculty with organizational Culture as a mediating variable. The population in this study were 53 employees of the Faculty of Film and Television, Jakarta Art Institute. The sampling technique used is total sampling/saturation sampling. This study used an exploratory approach with structural equation modeling data analysis techniques with SmartPLS software, which was tested on 53 respondents. The research results show that Fingerprint application does not affect Organizational Culture, Application of Fingerprint has a positive effect on Sustainable Performance, Application of Fingerprint has no considerable impact on Organizational Culture, Work discipline has no substantial effect on Sustainable Performance, Provision of Incentives has a positive impact on Organizational Culture. Provision of Incentives has a positive effect on Sustainable Performance, Provision of Incentives has a positive impact on Sustainable Performance.

This paper studies the effects of financial and non-financial incentives on job tenure of academics in Jordanian universities. The purpose of this research is to help Jordanian universities find solutions to the job tenure challenge that they face and to explore the role of incentives in job tenure. The study follows the incentives typology of Buchan and incentives are divided into two categories; financial incentive, including salary, other direct financial incentives, and indirect financial incentives, and non-financial incentives including training and education, recreational facilities, occupational health, and flexible working hours, breaks, and sabbatical. Job tenure is measured by the period that the questionnaire respondents were working with the current employers. The study considers two hypotheses and two questions to test the effect of incentives on job tenure. Results show that financial and non-financial incentives had positive significant effects on job tenure. The study recommends universities in Jordan to pay more attention to incentive given to their academics when they aim to increase job tenure.