Impact of electronic human resource practices on job performance organisational culture as a mediating variable

The study investigates the effect of electronic human resource management (e-HRM) practices on job performance through organisational culture as a mediator focusing on public universities in Jordan. Employing a descriptive, explanatory, and predictive research design, the study utilises non-random sampling across scientific and administrative staff. The results indicate that e-HRM practices substantially impact job performance and organisational culture; such that the influence of e-HRM practices on job performance is mediated by organisational culture. More precisely, the research underscores the contribution of e-recruitment, e-training, e-communication, and e-performance appraisal in developing employee capacity and managerial performance. The moderating impact of organisational culture is also examined, where an open and trusting cultural framework further enhances the positive effects of e-HRM practices. Our findings indicate that e-HRM practices contribute to individual performance by enhancing job performance and promoting organisational collaboration, thereby moderating the relationship between job and organisational performance.