Human resource management´s practices and organizational changethe role of high-performance human resource management practices in enhancing employees´ readiness for change. Evidence from Jordanian banking sector

  1. Ikrema H. A. Alqudah
Supervised by:
  1. Emilio Ruzo Sanmartín Director
  2. Adolfo Carballo Penela Director

Defence university: Universidade de Santiago de Compostela

Year of defence: 2022

  1. Jon Landeta Rodríguez Chair
  2. Romina García Chas Secretary
  3. Carlos A. Ferro Soto Committee member
  1. Department of Organisation of Companies and Commercialisation

Type: Thesis


Using a sample of bank employees in Jordan, this study seeks to analyse how high performance human resource management practices and organizational commitment impact employees readiness for change. We also seek to study the role of readiness for change in improving employee performance. The results demonstrate a positive association between some high performance Human resource management practices and both affective commitment and readiness for change. Results also show a positive relationship between affective commitment and readiness for change. We have also found that readiness for change positively influences employees individual performance. Hierarchy culture moderates the relation of high performance HRM practices with affective commitment.