
Hayel Ababneh
Hayel T. Ababneh is an Associate Professor in the
Department of Business Management at Al al-Bayt University, Jordan. He
obtained his PhD in Human Resource Information System from Salford
University, Manchester, UK in 2012. He is co-editor of the International
Journal of Management and Applied Research, an open-access, peer-reviewed
journal. His research interests focus on the domains of human resource
management, culture and IT diffusion, and contemporary information systems.
Supervisors: Alex Avramenko and Kevin Kane
Department of Business Management at Al al-Bayt University, Jordan. He
obtained his PhD in Human Resource Information System from Salford
University, Manchester, UK in 2012. He is co-editor of the International
Journal of Management and Applied Research, an open-access, peer-reviewed
journal. His research interests focus on the domains of human resource
management, culture and IT diffusion, and contemporary information systems.
Supervisors: Alex Avramenko and Kevin Kane
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Papers by Hayel Ababneh
telecommunication display importance toward the practices of social responsibility
via stakeholders (Community, Employees, Customers, Suppliers, Environment,
Shareholders), and to determine the level of differences in the awareness of social
responsibilities elements among sample study according to their personal
characteristics, The study also seeks to evaluate the impact of social responsibility in
managing the corporate image. Data were collected using a questionnaire that was
administered to managers, employees, and customers in Amman city, Different suitable
descriptive and inferential statistical tools were used to test the questions and study
hypotheses. The findings show the following:
Jordanian mobile telecommunication display high importance toward the practices
of social responsibility via stakeholders as indicated by the total average mean.
No significance differences in the awareness of social responsibilities elements
among sample study according to their personal characteristics.
A significant impact for social responsibility in the management of corporate image.
No significant impact for social responsibility in the management of self image.
A significant impact for social responsibility in the management of projected image,
it appears that the social responsibility toward the employees and suppliers display
more impact on the management of projected image.
No significant impact for social responsibility in the management of perceived
image. But it reveals that there is a significant impact for social responsibility toward
suppliers in the management of perceived image.
(1) No statistically significant impact of organizational culture on both perceived ease of use and perceived usefulness of e-learning.
(2) No statistically significant impact of perceived ease of use on perceived usefulness of E-learning.
(3) A statistically significant impact was found for both perceived usefulness and perceived ease of use on the intention to use E -learning.
(4) No statistically significant impact of organisational culture on the intention to use E -learning. The study recommends for considering more attention on strengthening employee perception toward potential usefulness of using technology at both individual and organisational level. Moreover, trust between users and technology should also been built strongly through valuing highly the positive results of e-learning. Providing training programs on using technology, especially e-learning systems will change users' perception toward its ease of use, and consequently facilitate better use.
analysis of HRM practice in light of Islamic values and principles. Besides
establishing a theoretical base for the influence of Islam on HRM, it analyses
the key characteristics of HRM practices in Islam and investigates the extent
to which Islamic values are embedded in that practice. The paper draws on a
structured questionnaire distributed to 500 respondents working in four
Jordanian universities which sought to elicit the respondents’ views. The
findings indicate that diffusion of Islamic values into HRM practice varies
between the participating organisations and that Islamic values are being
practiced explicitly, albeit to a limited extent. Due to insufficient literature
addressing the role of spirituality and/or religion in shaping the working of
contemporary organisations, this paper assesses the extent of the absorption of
religious values into the management of human resources.