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    Can Paradoxical Leadership Be the Game Changer in Driving Organisations against Negative Practices?
    (Sciendo, 2023) Alola, Uju Violet; Alafeshat, Rawan; Tarkang, Marymagdaline Enowmbi; Lafmajani, Soolmaz Azarmi
    Employees have suffered as a result of bad organisational practices, and they now perceive the workplace as unfriendly. In recent years, there has been an upsurge in the search for a remedy for this. This study looks at the impact of paradoxical leadership, which is beneficial when it takes a two-way approach to leadership. This study investigated the link that exists between paradoxical leadership styles and workers using the Theory of Social Exchange. In California, USA, 200 surveys were collected from restaurant staff. We examined the data using structural equation modeling to hypothesise linkages. It was shown that paradoxical leadership had a negative association with job insecurity, amotivation, and organisational tolerance for workplace incivility, while having a favorable relationship with employee psychological safety. Job insecurity, on the other hand, partially and fully mediates the link. The findings have implications for managers and the organisation overall. This is the first study that tries to investigate this relationship in the restaurant industry using paradoxical leadership and incivility.
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    The impact of human resource practices on employee engagement in the airline industry
    (WILEY, 111 RIVER ST, HOBOKEN 07030-5774, NJ, 2021) Alola, Uju Violet; Alafeshat, Rawan
    The impact of recruitment and training on employees increases psychological state, commitment, and employee attachment to the organization. Several researchers have continuously, for several decades, investigated the effect of recruitment and selection and the robust impact on employees; nevertheless, the effect of human resources practices on both the employees' satisfaction and retention as parameters of the organization performance cannot be overemphasized. Drawing from Social Exchange Theory (SET), the study identifies the significance of human resource practices (selecting and recruitment, training, and development) on employees. 277 questionnaires were collected from six private airline employees in Jordan. The hypotheses, validity, and reliability were tested through Structural Equation Modeling (SEM). The findings indicate that proper selecting and recruitment and training have a significant impact on organization. Also, Employee Engagement (EE) plays a mediating role on model variables. The study further indicates that employee engagement partially mediates the relationship between variables. Cross-sectional data collection was employed; therefore, generalizing the findings should be done with caution. This study is of importance to human resources managers and policymakers to understand the significant impact of HR practices, attracting effective and efficient employees.