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The hotel industry is critical in developing the economy. Moreover, it is the largest and most rapidly growing industry in Jordan. Employee satisfaction is a crucial element for the success of any organization, particularly in the hotel industry. Therefore, this study aims to examine the influence of human resource management (HRM) practices since these constructs could influence different outcomes at the workplace, such as employee satisfaction, service quality, and employee service behavior in the hotel industry. The study has undertaken five primary HRM practices – recruitment, capability, compensation, performance appraisal, and training and development (T&D) – to measure their impact on employee satisfaction, service quality, and employee service behavior. Data were collected from 290 employees and 290 customers of Jordan’s hotels across all categories in the four main tourist attractions: Amman, Petra, Aqaba, and the Dead Sea. A quantitative approach was employed using various statistical tools such as mean, tabulation of data, correlation, and ANOVA by SPSS software. The results indicated that HRM practices positively affect service quality, employee service behavior, and employee satisfaction. It was also found that when employees in Jordan’s hotel industry demonstrate excellent service behavior, the customer perceptions of service quality increase. Finally, effective human resource management strategy systematically organizes all individual human resource management measures to directly influence employee satisfaction, service behavior, and service quality in a way that leads hotels to achieve organizational success.

The study aimed to identify the impact of artificial intelligence in achieving strategic alignment in its (business strategy, IT strategy, IT structure and processes, and business infrastructure) dimensions at Jordan Water Company - Miyahuna. The study population consisted of all employees of Jordan Water Company - Miyahuna. As for the inspection and analysis unit, it is represented by the following administrative titles: (director of directorate, section head, unit head, unit head, and employee) of the (347) of the General Administration employees- Amman. Due to the small population of the study, a comprehensive survey method was applied by distributing the study questionnaire to all elements of the study population. Therefore, (347) questionnaires will be distributed. Table (2) shows the number of employees and the inspection and analysis unit. The results suggests that there is a statistically significant impact at the level of significance (α = 0.05) for using artificial intelligence (expert systems, neural networks and genetic algorithms networks) in the strategic alignment in its (business strategy, IT strategy, It structure and processes, and business infrastructure) dimensions. Based on the concluded results, the study recommends the companies to focus on using artificial intelligence applications, update them continuously and keep pace with developments due to its impact in bringing about strategic alignment for organizations and urging companies to train their employees on advanced technologies on ongoing basis to increase their ability to deal with artificial intelligence and benefit from its impacts effectively, in addition to the companies' compliance with all standards agreed in the business strategy and other strategies in order to achieve their established goals in line and alignment with their various strategies.

The study aimed to explain the impact of strategic agility on the effectiveness of the decision-making process in Jordanian commercial banks. The study population consisted of employees work in Jordanian commercial banks. The study use questionnaire to collect data from respondents, out of 350 questionnaires were distributed 210 retrieved valid for analysis. The study employee SPSS to analyze data and test the hypotheses. The results indicated that there is a statistically significant impact of strategic agility dimensions (flexibility, speed, organizational capabilities) on the effectiveness of the decision-making process dimensions (identifying the problem, evaluating the situation, developing alternatives) at Jordanian commercial banks. The study recommended the decision makers in commercial banks to reallocate strategic resources in proportion to emergency changes, and the importance of effective cooperation and coordination between departments and branches.