The Effect of Top Management Commitment to HRM Practices on Job Satisfaction: The Mediating Role of Workforce Sustainability

This study explores the relationship between top management commitment (TMC) to training, reward systems, and empowerment, workforce sustainability (WFS) and job satisfaction (JBS) in the context of commercial banks in Oman. Specifically, the investigation focuses on the mediating influence of workforce sustainability in the connection between TMC to training, reward systems, and empowerment initiatives on JBS. A sample of 310 employees from various commercial banks in Oman participated in this research is achieved using a self-administered survey questionnaire. The study employs Partial Least Squares Structural Equation Modeling (PLS-SEM) as the primary analytical tool to assess the relationships and interactions in this study. The Findings of this study indicated a positive interaction of TMC regrading training on JBS. However, it shows an insignificant impact of TMC to empowerment and reward on JBS. This study also indicated a positive interaction of TMC regrading training and empowerment on WFS. However, it shows an insignificant impact of TMC to reward on WFS. WFS also have a positive impact on JBS. Additionally, WFS has a mediating influence in the interaction between TMC to training and empowerment on JBS. However, the mediating influence of WFS in the interaction TMC to reward on JBS is not supported. The findings of this study are anticipated to provide valuable insights for both academic and practical purposes. This research contributes to the broader discourse on organizational management and human resources practices, offering meaningful implications for cultivating a positive and sustainable work environment in the banking industry.