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Research Article
The Mediating Role of Sustainable Development in the Relationship Between Good Governance and Performance Improvement: A Case Study of Gaza Strip Municipalities
Albhaisi Abdalmoti*
,
Souad Kamoun Chouk
Issue:
Volume 14, Issue 3, September 2026
Pages:
206-216
Received:
7 March 2026
Accepted:
17 March 2026
Published:
11 July 2026
Abstract: This study aims to understand and assess the extent of the application of good governance principles in the municipalities of the southern governorates of Palestine (Gaza Strip). How could good governance principles impact the improvement of the performance of these municipalities in achieving sustainable development objectives? To answer this question, we adopted a descriptive-analytical methodology mobilizing a quantitative questionnaire among employees of municipalities in the Gaza Strip. This research highlights a topic that has not been sufficiently explored: The relationship between good governance and improving the performance of municipalities in the Gaza Strip from the perspective of sustainable development. The choice of these institutions is motivated by their vital role in improving the quality of life of the Palestinian community. The main results of the study confirm: (1) The existence of an improvement in the quality of local governance, through transparency, the application of good governance, justice, accountability and the social involvement of citizens. (2) The fight against corruption through continuing training for municipal employers. (3) The positive relationship between good governance, performance and quality of municipal services. (4) The crucial role of good governance in achieving sustainable development goals in the Gaza Strip.
Abstract: This study aims to understand and assess the extent of the application of good governance principles in the municipalities of the southern governorates of Palestine (Gaza Strip). How could good governance principles impact the improvement of the performance of these municipalities in achieving sustainable development objectives? To answer this ques...
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Research Article
HR Tech Best Practices: Improving Daily HR Life and Performance Through AI, Automation, and Data Driven Transformation
Vidyullatha Satti*
Issue:
Volume 14, Issue 3, September 2026
Pages:
217-225
Received:
29 June 2026
Accepted:
11 July 2026
Published:
30 July 2026
Abstract: Human Resources functions face persistent operational challenges including administrative overload, fragmented systems, compliance complexity, and reactive decision-making. Studies indicate that HR teams spend between 60–70% of their working hours on manual tasks, leaving limited capacity for strategic contributions. The emergence of artificial intelligence, automation, and integrated data platforms presents a significant opportunity to address these inefficiencies, yet many organizations struggle to realize the full potential of available technologies due to unclear adoption strategies and insufficient understanding of best practices. The purpose of this paper is to examine best practices in HR technology adoption and demonstrate how AI, automation, and data-driven systems can improve the daily operations of HR professionals while elevating the strategic impact of the HR function. This study employs a conceptual analytical framework that synthesizes evidence from four complementary sources: primary source analysis of practitioner-authored HR technology documentation, secondary research from academic journals and industry reports (SHRM, Gartner, Deloitte, McKinsey, IBM, IEEE), comparative evaluation of technology categories across key HR domains, and impact modeling based on quantitative findings from industry benchmarks. Technologies are evaluated across four dimensions: efficiency, accuracy, scalability, and strategic value. The findings demonstrate that organizations embracing HR technology transformation experience measurable improvements, including 30–70% gains in recruitment efficiency, 25% reductions in employee turnover through predictive analytics, 60% fewer scheduling errors via workforce automation, and 20–40% reductions in time spent on reporting. The paper concludes that delayed adoption carries substantial costs in administrative burden, compliance exposure, and missed strategic opportunity, and offers a roadmap for HR leaders seeking to build a scalable, future-ready HR technology ecosystem.
Abstract: Human Resources functions face persistent operational challenges including administrative overload, fragmented systems, compliance complexity, and reactive decision-making. Studies indicate that HR teams spend between 60–70% of their working hours on manual tasks, leaving limited capacity for strategic contributions. The emergence of artificial int...
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Research Article
Impact of Green HRM Practices on Organisational Sustainability: The Mediating Role of Employee Empowerment and Participation
Nidhi Sinh*,
Krunal Patel
Issue:
Volume 14, Issue 3, September 2026
Pages:
226-236
Received:
26 July 2026
Accepted:
6 August 2026
Published:
24 August 2026
DOI:
10.11648/j.jhrm.20261403.13
Downloads:
Views:
Abstract: Purpose: This study investigates the impact of Green Human Resource Management (Green HRM) practices on organisational sustainability, with Employee Empowerment and Participation (EEP) serving as a mediating variable. Although Green HRM has gained increasing scholarly attention, limited empirical evidence exists on the mediating role of EEP in enhancing the economic, environmental, and social dimensions of sustainability within the manufacturing sector of developing economies. Design/Methodology: Primary data were collected from 215 HR professionals working in medium- and large-scale manufacturing organisations in Surat district, Gujarat, India. A structured questionnaire was used for data collection, and the proposed conceptual model was analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) with SmartPLS and bootstrapping (5,000 sub-samples) to examine both direct and indirect relationships among the study variables. Findings: All four Green HRM dimensions—Green Recruitment and Selection (GRS, β = 0.334), Green Training and Development (GTD, β = 0.309), Green Reward and Compensation (GRC, β = 0.296), and Green Performance Appraisal (GPA, β = 0.192)—significantly influence EEP, which subsequently exerts positive effects on Environmental Sustainability (SDEN, β = 0.385), Economic Sustainability (SDEC, β = 0.231), and Social Sustainability (SDSC, β = 0.218). Furthermore, EEP acts as a full mediator, as the direct effects of Green HRM on organisational sustainability are largely insignificant, whereas all indirect effects are positive and statistically significant. The structural model demonstrates satisfactory fit (SRMR = 0.063; NFI = 0.908). Originality: This study provides robust empirical evidence from an underrepresented industrial context and establishes EEP as the critical mechanism through which Green HRM practices contribute to organisational sustainability. The findings offer valuable theoretical insights and practical implications for managers and policymakers seeking to integrate sustainable HRM practices with long-term organisational sustainability strategies.
Abstract: Purpose: This study investigates the impact of Green Human Resource Management (Green HRM) practices on organisational sustainability, with Employee Empowerment and Participation (EEP) serving as a mediating variable. Although Green HRM has gained increasing scholarly attention, limited empirical evidence exists on the mediating role of EEP in enha...
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