Exploring the Relationships of Practices of Human Resource

Management on Employee Performance in Oman, and the

Organizational Justice Moderating Role

ALI MAHAD HUBAIS1, MUHUMMAD KHAIRUL ISLAM1, TARIQ ATIYA2

1Business Administration

University Tenaga Nasional

MALAYSIA

2Business Administration,

Dhofar University,

OMAN

Abstract: - Employee performance plays a significant and noticeable role in the advancement and growth of

every organization, as human capital contributes to its success and effectiveness. Notwithstanding its

importance, there is limited research in Middle East public sector, suggesting a scarcity of empirical studies on

this issue. Thus, the purpose of this paper is to present a conceptual study on the practices of human resource

management and its effect on the performance of employees in the Ministry of Oman Agricultural and Fisheries

(MAF), in which the moderating role of organizational justice is examined. This research quantitative method

and data analysis will use Smart PLS. The sample was determined in advance and the questionnaires will be

distributed to the employees of the Ministry of Agriculture and Fisheries in the Sultanate of Oman. It is

expected that the results of the study will have an enrichment on the scientific and practical context.

Key-Words: - The practices of human resource management; Organizational justice; Employee performance;

Oman MAF; Task performance; Contextual performance.

Received: May 15, 2023. Revised: December 9, 2023. Accepted: January 19, 2024. Published: April 1, 2024.

1 Introduction

Employee performance is considered an important

measure of organizational performance and

productivity as employees are the main contributors

to the success and effectiveness of the organization,

[1], [2]. There is a need to conduct a study to verify

the performance of employees, there has been a

rising interest in research on employee performance

particularly in the public sector in different

countries. Due to the importance of the performance

of employees who are the basis of productivity, the

Ministry of Agriculture and fisheries wealth

(MAFW) is responsible for spearheading economic

development for the country. Due to that, this study

aims to discuss the internal context and work

environment in MAFW that are instrumental in

achieving organizational goals.

Vision 2040 Oman has identified agriculture

and fisheries as one of the sectors to be developed as

part of the diversification plan. The Fisheries and

Aquaculture Vision 2040 described its vision with

the statement that the effort is “to create a profitable

world-class sector that is ecologically sustainable

and a net contributor to Oman’s economy.” As

shown in Figure 1, follows five critical steps to

realize the intended goals.

Fig. 1: Vision 2040 for Fisheries and Aquaculture.

Source: World Bank (2015)

However, there are issues and challenges facing

the Omani agriculture and fisheries sectors such as

lacking clarity in strategic vision, and goals and

WSEAS TRANSACTIONS on ENVIRONMENT and DEVELOPMENT

DOI: 10.37394/232015.2024.20.10

Ali Mahad Hubais,

Muhummad Khairul Islam, Tariq Atiya

E-ISSN: 2224-3496

Volume 20, 2024

weak communication between employees and top

management. These challenges must be understood

clearly and thoroughly so that the MAFW can

perform effectively and efficiently to bring about

positive change and contribute significantly to the

economic growth of Oman. However, even though

there are studies on the agriculture and fisheries

sector in Oman, most of these studies are from a

technical perspective, [3]. There seems to be a great

lack of research from a management perspective.

There is also inadequate attention to address

management issues at MAFW, particularly in the

context of employee performance. Hence, there

exists a gap in the literature about employee

performance in the agriculture and fishery sectors in

Oman.

One of the issues about Oman is the use of

traditional HRM practices although a few modern

strategies of HRM were applied, [4]. Although

several studies have recognized the importance of

HRMP in productivity, there is limited

understanding of the various HRM dimensions and

variables that greatly impact employee performance,

[5]. Few countries recognized HRM within the

Middle East part in general, [6]. Few studies have

been conducted in developing countries such as

Oman, [7]. It is important to evaluate the significant

HRM factors that impact employee performance by

evaluating variables and relationships that influence

HRM performance, [8].

Organizational justice has also sparked the

interest of the research communities and

practitioners as another factor of employee

performance that should be given serious

consideration, [9]. [10] observed that justice is

increasingly accepted as a core factor in establishing

and maintaining a stable society. Organizational

justice reflects the fairness of the procedures

implemented by leaders for determining the means

of distribution, for sharing outputs, or for the

combination of the justice of distributing and

sharing the outputs, [11].

Likewise, the previous literature shows the

significant influence of organizational justice on

various employee behavioral outcomes within

organizations, [12]. However, the specific role of

organizational justice as a moderating variable in

the relationship between human resource

management practices (HRMP) and employee

performance (EP) remains understudied, particularly

within the Middle Eastern public sector. Thus, the

current study discusses the impact of organizational

justice on employee performance and its critical role

as a moderating variable. Focusing on the three

established forms of justice that have appeared in

justice literature are distributive justice [13];

(fairness of outcomes/rewards), procedural justice

[14], [15], (fairness of procedures/processes that are

followed to arrive at the outcomes), and

interactional justice, [16] (fairness of interactions,

the treatment received from those in authoritative

positions and interpersonal sensitivity).

As a result of the lack of research on the

moderating impact of organizational justice (OJ) on

the relationship between the practices of HRM

(HRMP), and employee performance (EP), this

study explores the extent to which organizational

justice moderates the influence of HRMP on

employee performance within the chosen public

sector setting, particularly in the Ministry of Oman

agriculture and fisheries. Thus, the research

questions of this study is: To what extent the

organizational justice have a moderating impact on

the relationship between the practices of human

resource management and employee performance in

the Ministry of Oman Agriculture and fisheries?

2 Literature Review and Hypotheses

2.1 Oman MAF

It is at the gateway between the Indian Ocean, East

Africa, and the Arabian Gulf, [17]. The Sultanate

has a large biodiversity, having a unique position

between two geographical areas closely resembling

both Asia and Africa (the southern part) in its

climate and physiographic regions, [18]. It is the

second-largest country in the Arabian Gulf, [19].

Oman is an oil and gas producer and its

economy relies on these sectors before the intention

for diversification of the economy as the Oman

government strives to develop new sectors to

contribute to GDP since petroleum and gas are non-

renewable resources, depleting fast in the last

decade, [20]. Vision 2040 shows the seriousness of

the government to diversify its oil and gas economic

activities to other sources, [21]. The government of

Oman is caught in a difficult phase of low oil prices

and a low national budget, [22]. Initially, gas and oil

revenues form a huge part of the government’s

revenues, amounting to about 72%, [23]. Located in

the southeastern corner of the Arabian Peninsula,

Oman has a population of approximately 5 million,

[24].

In Oman, The Ministry of Agriculture and

Fisheries Wealth (MAFW) deals with the

agricultural and fisheries sectors. The Ministry

works towards a vision of sustainable development

of the agriculture and fisheries sectors and making

WSEAS TRANSACTIONS on ENVIRONMENT and DEVELOPMENT

DOI: 10.37394/232015.2024.20.10

Ali Mahad Hubais,

Muhummad Khairul Islam, Tariq Atiya

E-ISSN: 2224-3496

Volume 20, 2024

these sectors contribute actively to the national

economy and provide distinctive and innovative

services. MAFW is the sole authority responsible

for managing fisheries resources and agriculture in

Oman. This Ministry is responsible for improving

fisheries and agriculture-related sectors and also

aims to provide sustainable food security for the

Sultanate.

2.2 Employee Performance

Previous studies confirm the importance of

employee performance in the organizational context.

The success of any organization is determined by

employee performance, [25], as employees who

performed well would assist the organization to

remain competitive and achieve strategic goals.

In the context of an organization, there are two

main concepts of performance always investigated

in research: employee performance and

organizational performance which can be

differentiated in several ways, [26]. First and

foremost, employee performance is measured at the

individual level whereas organizational performance

is at the organizational level. Employee

performance contributes to organizational

performance, [27]. Employee performance is also

graded according to job performance, [28]. [29],

described employee performance as "job-related

activities of employees devoting their knowledge,

skills, experiences, and innovation to their

organizations, making them vital to organizational

success. Employees play a big part in making or

breaking organizations. The performance of the

employees, in terms of quantity and quality, is

called employee performance, [30].

According to [31], behavior refers to the

people's actions that they take to perform work,

while results refer to the impact of a person's job

behavior, [32]. [33], observed that performance has

various components and the process dimension of

performance can be distinguished from expected

results at the fundamental level, [34]. Behavioral

engagement and expected outcomes are essentially

linked in the workplace. Although a correlation

between the constructs may exist, its strength and

nature are uncertain due to the influence of various

factors beyond behavior, such as motivation and

cognitive skills, on the expected outcome.

Meanwhile, performance is also related to

organizational effectiveness. Two types of

performance behavior that can increase

organizational efficiency are task and contextual

performance, [35].

2.3 Human Resource Management

Practices

HRM practices influence employee behavior and

performance once they are adopted by the

organization. This allows employees to develop

their skills by learning appropriate practices, new

skills, and behaviors. Thus, theories suggest that

HRM practices influence the skill and motivation of

employees, and ultimately improve organizational

performance. [36] suggested that organizational

lucrativeness depends on the quality and

performance of human resources.

Furthermore, in light of global market

complexities and uncertainties, many organizations

have focused on HRM to overcome challenges and

gain competitive advantage, [37]. HRM can

improve organizational skills, knowledge,

development, collaboration, dedication, and

performance. HRM is central to achieving various

organizational objectives, [38]. It is also a

mechanism that sets the environment and the

behavior of employees and creates the relationship

between employer and employees, motivating

employees to make greater efforts in terms of

creativity and innovation, [39]. With changing

circumstances, HRM can address different

challenges by offering various strategies to boost

performance, [40]. These practices help improve

organizational performance. [41], stated that human

resources are more likely to enhance employees’

skills than other factors. Hence, [42], suggested that

HRM practices are organizational assets that help

organizations sustain their effectiveness.

Furthermore, HRM is a set of rules, procedures, and

regulations that govern the attitude and performance

of employees, [43].

Hence, HRM practices play an important role in

the achievement of organizational objectives. The

effective use of HRM practices has a positive

impact on employer and employee commitment.

These practices comprise among others, recruitment

and selection, training and development,

compensation and benefits, and performance

appraisal, [44].

2.4 Organizational Justice

Organizational justice is the fellows’ view of being

treated fairly, [45]. Organizational justice is the term

commonly applied by organizational psychologists

to describe the just and fair manner in which

organizations handle their employees, [46].

The concept of organizational justice has been

researched in Western organizations for decades, as

they strive to make workplaces more equitable.

WSEAS TRANSACTIONS on ENVIRONMENT and DEVELOPMENT

DOI: 10.37394/232015.2024.20.10

Ali Mahad Hubais,

Muhummad Khairul Islam, Tariq Atiya

E-ISSN: 2224-3496

Volume 20, 2024

Much has been achieved and employees have

somewhat developed a realistic understanding of

their organizations. Previous researchers stressed the

importance of fairness in the workplace in terms of

outcomes and bonuses, [47] and the processes

involved in determining these results. Justice is a

very sensitive psychological and social term that

causes people in different cultures to have different

interpretations and expectations, [48]. Individuals

are concerned about fair treatment, but cultural

variables decide how they view justice, [49]. Most

of the literature on justice has come from the West,

[48]. Very few studies on organizational justice

involved Arab communities, [50], [51]. [52]

conducted an extensive literature survey and found

that the Middle East is one of the least examined

regions on the subject of organizational justice.

The research gap relates to research questions or

problems that have not been explored fully and

comprehensively in a specific field of study, [53].

Previous studies have shown that there are many

variables related to employee performance. It is also

evident from empirical studies that some of the

popular variables that are still relevant in the field of

research include HRM practices and organizational

justice. Due to that, this study considers the

adoption of these variables as the predictors of

employee performance. Nevertheless, there is a

great lack of research that addressed employee

performance based on these four variables in Oman,

and more specifically concerning MAFW.

Hence, this study focuses on the MAFW in

Oman since there is a lack of studies in this sector in

Oman, particularly to understand the employee's

performance. Most recent studies have focused on

describing the agriculture and fisheries sector in

Oman from non-administrative aspects, [54]. There

have been no recent studies to understand employee

performance and productivity in Oman. Hence, this

study helps to bridge the gap in the existing

literature because empirical evidence is limited in

the context of MAFW in Oman, [55].

Another gap identified in this study is concerned

with the interrelationships of the predictors to

influence employee performance. As the concept of

equality and equity become more prominent in

ensuring good governance of public organizations

such as MAFW, organizational justice has emerged

recently as a variable given greater consideration in

practice and research. However, the interplay of

existing variables like HRM practices with

organizational justice has not been widely

investigated. Nevertheless, organizational justice

seeks to bridge the gap between employee

objectives and organizational goals and catalyzes

new initiatives. According to [56], organizational

justice serves as an indicator of working values,

organizational behavior, and the administrative

processes in the organization. Meanwhile, [57],

explained that organizational justice has a

significant impact on employee performance.

Not surprisingly, organizational justice has been

researched in the West for decades, with the

objective of workplace equality. Much progress has

been made to the extent that employees have

developed fair perceptions of their organizations.

Previous researchers emphasized the importance of

organizational justice in the distribution of outcomes

and incentives and the evaluation processes that

decide such outcomes, [58]. Organizational justice

is one of the main research topics in organizational

behavior and human resources. Furthermore, many

scholars have noted that cultural differences can

affect employees' perception of justice.

There are, however, scant studies on

organizational justice involving Arab countries [59],

[60]. [61], conducted a systematic literature review

and found organizational justice is the least

researched in the Middle East. The previous

literature shows that organizational justice plays a

crucial role in explaining a lot of behavioral

outcomes in organizations, [62]. Furthermore,

organizational justice is linked to various other

organizational concepts, issues, and problems.

Hence, more research is needed especially in the

Middle East.

Previous studies have not explored the

organizational justice moderating role to explain the

correlation between the variables identified earlier.

Hence, this research examines the impact of

organizational justice and its moderating influence

on the relationship between the independent

variables of this research the practices of human

resource management with employee performance.

There are nil or few studies that have investigated

the organizational justice moderating role on the

relationship between the practices of HRM and

employee performance. [63], used organizational

justice as a mediator that affected the relationship

between HRM and organizational citizenship at the

Alborz Insurance employees in Golestan Province.

This correlational study used a sample size of 120

and confirmed the role of organizational justice as a

mediator. In another study, [64], explored the role of

Islamic human resources management (iHRM) to

enhance organizational justice and employees’

commitment at Resalat Qard al-Hasan bank in

Tehran, Iran. In this case, organizational justice

likely has the potential to become a mediator

between iHRM and employee commitment because

WSEAS TRANSACTIONS on ENVIRONMENT and DEVELOPMENT

DOI: 10.37394/232015.2024.20.10

Ali Mahad Hubais,

Muhummad Khairul Islam, Tariq Atiya

E-ISSN: 2224-3496

Volume 20, 2024

four dimensions of iHRM i.e., recruitment and

selection, training and development, compensation

and performance evaluation were strongly linked to

organizational justice.

Based on these arguments, the following

research hypothesis to assess the moderating role of

organizational justice on the relationship between

HRM practices and employee performance is

proposed:

H1: Organizational justice significantly

moderates the relationship between HRM practices

and employee performance. The research conceptual

model for this study is represented diagrammatically

based on the relationships of the research constructs

and their order of influence shown in Figure 2.

Fig. 2: Research framework

Source: Created by the authors

3 Conclusion

This study will discover that methods of human

resource management and its effect on employee

performance based on a review of prior research.

The findings of this study are important to various

stakeholders such as leaders, human resource

professionals, organizational improvement

practitioners, and HRM employees. The positive

effects of human resource management practices on

employee performance provide ample empirical

evidence to highlight the importance of these

variables in an organizational context. Since the

effects of these variables on employee performance

are significant, the importance of organizational

justice can be enhanced to improve both

organizational, and employee productivity and

performance. This study also contributes to further

research by analyzing the effect of organizational

justice as a moderator on the effect of HRM on

employee performance. This helps to foster a greater

in-depth understanding of the issues both

academically and practically. It encourages the need

for organizational justice within organizations. It

can be embedded in the human resources function

becoming an agreed organizational goal. The

study’s findings can guide management in the MAF;

as the main organization responsible for the

development of these sectors. This study opens

various avenues for future studies and helps to

complement other research studies in the same field.

Studying these variables assists with understanding

the pattern of performance.

The importance of this study is due to the

subject matter being researched namely "the effect

of human resource management practices on

employee performance with organizational justice

as moderator" at Oman’s MAF. The study's

conclusions hold significance for a range of

stakeholders, including executives, HRM staff

members, practitioners of organizational

enhancement, and human resource specialists. The

benefits of HRM techniques on worker productivity

when organizational justice is used as a moderator

will yield a wealth of empirical data demonstrating

the significance.

References:

[1] M. Al-dalahmeh, R. Khalaf, and B. Obeidat,

“The effect of employee engagement on

organizational performance via the mediating

role of job satisfaction: The case of IT

employees in Jordanian banking sector,”

Mod. Appl. Sci., vol. 12, no. 6, pp. 17–43,

2018.

[2] M. Ali, S. A. Lodhi, B. Raza, and W. Ali,

“Examining the impact of managerial

coaching on employee job performance:

Mediating role of work engagement, leader-

member-exchange quality, job satisfaction,

and turnover intentions,” Pakistan J.

Commer. Soc. Sci., vol. 12, no. 1, pp. 253–

282, 2018.

[3] M. A. Al-Busaidi, D. J. Jukes, and S. Bose,

“Seafood safety and quality: An analysis of

the supply chain in the Sultanate of Oman,”

Food Control, vol. 59, pp. 651–662, 2016.

[4] A. Hadhri, M. S. Ahmed, and N. Sammari,

“The effectiveness of applying the strategic

practices of human resource management on

the performance of transportation sector in

Dhofar Governorate in the Sultanate of

Oman,” Available SSRN 3261134, 2018.

[5] Y. Alsafadi and S. Altahat, “Human

Resource Management Practices and

Employee Performance: The Role of Job

Satisfaction,” J. Asian Financ. Econ. Bus.,

vol. 8, no. 1, pp. 519–529, 2021, doi:

10.13106/jafeb.2021.vol8.no1.519.

[6] D. A. Maaitah, R. B. Alias, and T. Maaitah,

“The Impact of Human Resource

Management Practices on Job Performance

WSEAS TRANSACTIONS on ENVIRONMENT and DEVELOPMENT

DOI: 10.37394/232015.2024.20.10

Ali Mahad Hubais,

Muhummad Khairul Islam, Tariq Atiya

E-ISSN: 2224-3496

Volume 20, 2024

In (University of Jordan),” Natl. Acad.

Manag. Staff Cult. ARTS Her., no. 1, pp.

1180–1183, 2018.

[7] A. S. Al Wahshi, “Human resource planning

practices in the Omani Public Sector: An

explor An exploratory study in the Ministr y

study in the Ministry of Education in the

Sultanate ducation in the Sultanate of

Oman,” Palgrave Macmillan UK, Perth,

2016. doi: 10.1057/978-1-349-95988-4_335.

[8] S. Hassan, “Impact of HRM practices on

employee’s performance,” Int. J. Acad. Res.

Accounting, Financ. Manag. Sci., vol. 6, no.

1, pp. 15–22, 2016.

[9] X. Pan, M. Chen, Z. Hao, and W. Bi, “The

effects of organizational justice on positive

organizational behavior: Evidence from a

large-sample survey and a situational

experiment,” Front. Psychol., vol. 8, p. 2315,

2018.

[10] R. Krishnan, K. W. Loon, and N. A. S.

Yunus, “Examining the relationship between

organizational justice and job performance,”

Int. J. Acad. Res. Bus. Soc. Sci., vol. 8, no. 3,

pp. 466–477, 2018.

[11] Y. Armağan and E. Erzen, “The effect of

leadership on organizational justice,” in

Leadership and Organizational Outcomes,

Springer, 2015, pp. 239–254.

[12] R. Imran, M. Majeed, and A. Ayub, “Impact

of organizational justice, job security and job

satisfaction on organizational productivity,”

J. Econ. Bus. Manag., vol. 3, no. 9, pp. 840–

845, 2015.

[13] J. S. Adams, “Inequity in social exchange,”

in Advances in experimental social

psychology, Elsevier, 1965, pp. 267–299.

[14] E. A. Lind and T. R. Tyler, The social

psychology of procedural justice. Springer

Science & Business Media, 1988.

[15] J. W. Thibaut and L. Walker, Procedural

justice: A psychological analysis. L. Erlbaum

Associates, 1975.

[16] J. Greenberg, “The social side of fairness:

Interpersonal and informational classes of

organizational justice,” Justice Work.

Approaching Fairness Hum. Resour. Manag.

Crop. R., Ed, 1993.

[17] M. Al-Bolushi, “The effect of Omani-Iranian

relations on the security of the Gulf

Cooperation Council countries after the Arab

Spring,” Contemp. Arab Aff., vol. 9, no. 3,

pp. 383–399, 2016.

[18] N. A. Al-saady, A. H. Al-lawati, and S. K.

Nadaf, “The Effect of Climate Change on

Plant Genetic Resources and Agriculture in

Oman,” vol. 5, no. 5, pp. 663–670, 2017.

[19] P. Genetics, P. O. Box, and S. Oman,

“Fenugreek ( Trigonella foenum-graecum L .

) Germplasm Collection in Oman,” vol. 6,

no. 5, pp. 212–217, 2018.

[20] A. Al Hadhrami, “Oil & Gas Value Chain

and Local Content Role in Aiding Job

Creation and Adding Human Resource Value

to the Omani Economy.” University of

Liverpool, 2016.

[21] F. R. Khan and J. Krishnamurthy, “Future of

Oman Tourism: Perception of the Students in

Tourism Studies,” Int. J. Tour. Hosp. Rev.,

vol. 3, no. 1, pp. 1–11, 2016.

[22] R. Imran and K. Allil, “The impact of

organizational justice on employee retention:

evidence from Oman,” Int. Rev. Manag.

Mark., vol. 6, no. 2, 2016.

[23] Rakesh Jay, “A look at the budget of the

Sultanate of Oman 2020,” Shabiba

Newspaper, Muscat, 2019, [Online].

https://www.shabiba.com/article/239706/

2020-ﻥﺍﻡﻉ-ﺓﻥﻁﻝﺱ-ﺓﻱﻥﺍﺯﻱﻡ-ﻯﻝﻉ-ﺓﺭﻅﻥ/ﺩﺍﺹﺕﻕﺇ

(Accessed Date: March 28, 2024).

[24] F. N. Al-Harthy and N. Yusof, “Impact of

transformational leadership style on

employee job performance: The mediating

effect of training,” Int. J. Sci. Res., vol. 5, no.

6, pp. 499–503, 2016.

[25] V. Bitzer, “Incentives for enhanced

performance of agricultural extension

systems,” Kit Suistanable Econ. Dev. Gend.,

vol. 6, pp. 1–8, 2016.

[26] C. Bradler, R. Dur, S. Neckermann, and A.

Non, “Employee recognition and

performance: A field experiment,” Manage.

Sci., vol. 62, no. 11, pp. 3085–3099, 2016.

[27] A. M. Abubakar, H. Elrehail, M. A.

Alatailat, and A. Elc , “Knowledge

management, decision-making style and

organizational performance,” J. Innov.

Knowl., vol. 4, no. 2, pp. 104–114, 2019.

[28] I. Khan and A. Nawaz, “The leadership

styles and the employees performance: A

review,” Gomal Univ. J. Res., vol. 32, no. 2,

pp. 144–150, 2016.

[29] J. G. Maxham, R. G. Netemeyer, and D. R.

Lichtenstein, “The retail value chain:

Linking employee perceptions to employee

performance, customer evaluations, and store

performance,” Mark. Sci., vol. 27, no. 2, pp.

147–167, 2008, doi:

10.1287/mksc.1070.0282.

[30] H. A. Zainal Abidin and R. M. Roslin, “The

WSEAS TRANSACTIONS on ENVIRONMENT and DEVELOPMENT

DOI: 10.37394/232015.2024.20.10

Ali Mahad Hubais,

Muhummad Khairul Islam, Tariq Atiya

E-ISSN: 2224-3496

Volume 20, 2024

Mediating Effect of Employee Delight on the

Relationship between Internal Marketing and

Employee Performance.,” Int. J. Bus. Soc.,

vol. 20, no. 3, 2019.

[31] S. J. Motowidlo and J. R. Van Scotter,

“Evidence that task performance should be

distinguished from contextual performance.,”

J. Appl. Psychol., vol. 79, no. 4, p. 475,

1994.

[32] R. S. Dalal, B. Alaybek, and F. Lievens,

“Within-Person Job Performance Variability

Over Short Timeframes: Theory, Empirical

Research, and Practice,” Annual Review of

Organizational Psychology and

Organizational Behavior, 7, 421–449.

https://doi.org/10.1146/annurev-orgpsych-

012119-045350.

[33] W. C. Borman and S. J. Motowidlo, “Task

performance and contextual performance:

The meaning for personnel selection

research,” Hum. Perform., vol. 10, no. 2, pp.

99–109, 1997.

[34] B. ÇANKIR and S. ARIKAN, “Examining

Work Engagement and Job Satisfaction

Variables in their Relations with Job

Performance and Intention to Quit,” İşletme

Araştırmaları Derg., pp. 1133–1150, 2019.

[35] M. C. Chin, W. S. Chua, K. N. Ong, S. H.

Tan, and S. L. Wong, “The Impact of

Motivation on Employees’ Job Performance

at Prudential Assurance Malaysia Berhad in

Seberang Jaya, Penang.” UTAR, 2016.

[36] T. Garavan, M. Morley, N. Heraty, J.

Lucewicz, and A. Suchodolski, “Managing

human resources in a post-command

economy: personnel administration or

strategic HRM,” Pers. Rev., 1998.

[37] M. O. Latukha, “Can talent management

practices be considered as a basis for

sustainable competitive advantages in

emerging-market firms? Evidence from

Russia,” Thunderbird Int. Bus. Rev., vol. 60,

no. 1, pp. 69–87, 2018.

[38] E. M. A. Tabouli, N. A. Habtoor, and M.

Nashief S., “The impact of human resources

management on employee performance:

Organizational commitment mediator

variable,” Asian Soc. Sci., vol. 12, no. 9, pp.

176–192, 2016, doi: 10.5539/ass.v12n9p176.

[39] M. Mira, Y. Choong, and C. Thim, “The

effect of HRM practices and employees’ job

satisfaction on employee performance,”

Manag. Sci. Lett., vol. 9, no. 6, pp. 771–786,

2019.

[40] F. N. K. Otoo, “Human resource

management (HRM) practices and

organizational performance,” Empl.

Relations Int. J., 2019.

[41] M. Järlström, E. Saru, and S. Vanhala,

“Sustainable human resource management

with salience of stakeholders: A top

management perspective,” J. Bus. Ethics,

vol. 152, no. 3, pp. 703–724, 2018.

[42] A. Pavlov, M. Mura, M. Franco-Santos, and

M. Bourne, “Modelling the impact of

performance management practices on firm

performance: interaction with human

resource management practices,” Prod. Plan.

Control, vol. 28, no. 5, pp. 431–443, 2017.

[43] E. Njoku, H. Ruël, H. Rowlands, L. Evans,

and M. Murdoch, “An analysis of the

contribution of e-HRM to sustaining

business performance,” in HRM 4.0 For

Human-Centered Organizations, Emerald

Publishing Limited, 2019.

[44] M. Asad khan, R. Md Yusoff, A. Hussain,

and F. Binti Ismail, “The Mediating Effect of

Job Satisfaction on the Relationship of HR

Practices and Employee Job Performance:

Empirical Evidence from Higher Education

Sector,” Int. J. Organ. Leadersh., vol. 8, no.

1, pp. 78–94, 2019, doi:

10.33844/ijol.2019.60392.

[45] M. Z. Iqbal, “The Impact of organizational

justice on employee performance in public

sector organization of Pakistan,” 2017.

[46] L. K. Yadav and N. Yadav, “Organizational

justice: An analysis of approaches,

dimensions and outcomes,” NMIMS Manag.

Rev., vol. 31, 2016.

[47] M. OZTURK, K. ERYESIL, and A.

BEDUK, “The Effect of Organizational

Justice on Organizational Cynicism and

Turnover Intention: A Research on the

Banking Sector,” Int. J. Acad. Res. Bus. Soc.

Sci., vol. 6, no. 12, 2016, doi:

10.6007/ijarbss/v6-i12/2517.

[48] H. F. Gadelrab et al., “Organizational Justice

in Arab Countries: Investigation of the

Measurement and Structural Invariance,”

Cross-Cultural Res., vol. 54, no. 1, pp. 3–27,

2020.

[49] H. Qureshi, J. Frank, E. G. Lambert, C.

Klahm, and B. Smith, “Organisational

justice’s relationship with job satisfaction

and organisational commitment among

Indian police,” Police J. Theory, Pract.

Princ., vol. 90, no. 1, pp. 3–23, 2017, doi:

10.1177/0032258x16662684.

[50] O. Alkhadher and H. F. Gadelrab,

WSEAS TRANSACTIONS on ENVIRONMENT and DEVELOPMENT

DOI: 10.37394/232015.2024.20.10

Ali Mahad Hubais,

Muhummad Khairul Islam, Tariq Atiya

E-ISSN: 2224-3496

Volume 20, 2024

“Organizational justice dimensions:

Validation of an Arabic measure,” Int. J. Sel.

Assess., vol. 24, no. 4, pp. 337–351, 2016.

[51] H. F. Gadelrab and O. Alkhadher, “To

translate or to develop a measure? The case

of a new Arabic measure of organizational

justice,” Int. J. Sel. Assess., vol. 25, no. 1,

pp. 85–93, 2017.

[52] M. R. Silva and A. Caetano, “Organizational

justice across cultures: A systematic review

of four decades of research and some

directions for the future,” Soc. Justice Res.,

vol. 29, no. 3, pp. 257–287, 2016.

[53] E. Z. Milian, M. de M. Spinola, and M. M.

de Carvalho, “Fintechs: A literature review

and research agenda,” Electron. Commer.

Res. Appl., vol. 34, p. 100833, 2019.

[54] Al-Dhahli, “The local agricultural and

animal product can compete with other

products whenever modern technologies are

used in production,” Ministry of Agriculture

and Fisheries, Muscat, [Online].

https://www.maf.gov.om/MediaCenter/News

Details/9868 (Accessed Date: March 28,

2024).

[55] R. H. R. Al Shehhi and S. M. F. Azam,

“Total Quality Management and Project

Management Towards Organisational

Success of Agriculture and Fisheries in

Sultanate of Oman: A Measurement Model,”

Eur. J. Manag. Mark. Stud., 2019.

[56] L. Alqhiwi, “Organizational Justice and Its

Impact on Improvement the Performance

Efficiency of the Industrial Companies: A

Case Study of Jordanian Potash Company,”

Dirasat Adm. Sci., vol. 161, no. 2360, pp. 1–

51, 2015.

[57] Y. Khan, M. Amjad, A. Iraj, and O. U.

Bashir, “The Impact of Organizational

Justice on Employee Performance: A Case

Study of Cantonment Board Employee

Peshawar Pakistan,” J. Bus. Tour., 2015.

[58] A. Muhammad, G. Makai, H. Mehboob, and

O. Justice, “Effects of Organizational Justice

on Job Outcomes : An Intervening Role of

Affective Commitment,” vol. 6, no. 2, pp. 1–

13, 2018.

[59] A. Saboor, M. Rehman, and S. Rehman,

“Organizational justice and employee

contextual performance: the moderating

effect of organizational respect,” Pakistan

Bus. Rev., vol. 19, no. 4, pp. 995–1011,

2018.

[60] R. Cropanzano, D. E. Rupp, C. J. Mohler,

and M. Schminke, “Three roads to

organizational justice,” Research in

personnel and human resources management,

Vol. 20, pp. 1–123). Elsevier Science/JAI

Press. https://doi.org/10.1016/S0742-

7301(01)20001-2.

[61] A. Journal and S. Sciences, “Abasyn Journal

of Social Sciences – Vol (11), Issue (1),

2018.,” no. 11, pp. 237–253, 2018.

[62] I. Alamir, R. M. Ayoubi, H. Massoud, and L.

Al Hallak, “Transformational leadership,

organizational justice and organizational

outcomes,” Leadersh. Organ. Dev. J., 2019.

[63] A. Salamat and H. Didehkhani,

“Investigating the Relationship Between

Human Resources Management and

Organizational Citizenship Behavior

Regarding the Mediator of Organizational

Justice of Alborz Insurance Employees in

Golestan Province,” J. Manag. Account.

Stud., vol. 5, no. 04, pp. 30–34, 2017.

[64] F. Fesharaki and S. Sehhat, “Islamic human

resource management (iHRM) enhancing

organizational justice and employees’

commitment,” J. Islam. Mark., 2018.

Contribution of Individual Authors to the

Creation of a Scientific Article

- Ali Hubais: Writing – review & editing

- Muhummad Khairul Islam: Conceptualization

- Tariq Atiya: Supervision

Sources of Funding for Research Presented in a

Scientific Article or Scientific Article Itself

No funding was received for conducting this study.

Conflict of Interest

The authors have no conflicts of interest to declare.

Creative Commons Attribution License 4.0

(Attribution 4.0 International, CC BY 4.0)

This article is published under the terms of the

Creative Commons Attribution License 4.0

https://creativecommons.org/licenses/by/4.0/deed.en

_US

WSEAS TRANSACTIONS on ENVIRONMENT and DEVELOPMENT

DOI: 10.37394/232015.2024.20.10

Ali Mahad Hubais,

Muhummad Khairul Islam, Tariq Atiya

E-ISSN: 2224-3496

Volume 20, 2024