Islam Ibrahim Ahmad Zwateen2024-05-302024-05-302024Islam Ibrahim Ahmad Zwateen. (2024). The Impact of Human Resource Management Practices on Organizational Learning at Jordanian Commercial Banks. E-Proceeding Postgraduate Research Conference , 144–146. https://fkp.usim.edu.my/wp-content/uploads/2024/02/LATEST-PROCEEDING-PRC-2023_compressed.pdf978-629-7636-27-6https://fkp.usim.edu.my/wp-content/uploads/2024/02/LATEST-PROCEEDING-PRC-2023_compressed.pdfhttps://oarep.usim.edu.my/handle/123456789/16349E-Proceeding Postgraduate Research Conference (PRC2023) : “Sustainable Education & Human Well-Being”/ editors: Roslee Ahmad , Khadijah Muda, Md Yousuf Ali, Ihab Ahmed Ra’uf Awais, Abdul Rashid Abdul Aziz, Ainul Mardhiah Mokhtar, Nurun Najihah Musa, Puteri Nazirah Amran, Fatin Muti’ah Mohamed Ishak Organized by: Faculty of Leadership and ManagementThis study aimed to investigate the impact of human resources management practices on organizational learning in Jordanian commercial banks. It relied on the descriptive analytical approach with a study population consisting of (13) Jordanian commercial banks. The questionnaire was distributed to (403) individuals, as a convenient sample where (397) questionnaires were retrieved, and after examination, it was found that (13) questionnaires were not valid for statistical analysis, and (386) questionnaires were analysed at a rate of (95.8%). Also, the results that the study suggested, are the presence of a statistically significant effect at the level of significance (α ≤ 0.05) of human resource management practices in their dimensions (employment, training, motivation, performance evaluation) on organizational learning. The study recommended paying more attention to the employment process and providing developing training to fresh and senior employees as its plans should be developed taking into account cross-organizational skills. And to pay special attention to the performance evaluation perspective of improving the quality of work.en-USHuman Resources ManagementTrainingEmploymentMotivationPerformance EvaluationOrganizational LearningBank Sectortext::conference output::conference proceedings::conference paper144146