THE IMPACT OF HUMAN CAPITAL ON ORGANIZATIONAL PERFORMANCE (CASE STUDY) JORDANIAN FIVE-STAR HOTELS

The current study aimed to identify the impact of human capital in organizational performance in Jordanian five-star hotels. The descriptive analytical approach was used, and a questionnaire was applied consisting of three parts: the first is the demographic information of the study sample, the second is the human resources management scale consisting of (20) paragraphs, and the third is the organizational performance scale consisting of (15) paragraphs. Its validity and reliability were confirmed. The study population consisted of (6189) employees in five-star hotels in Amman, the sample consisted of (362) employees in five-star hotels in Amman were selecting by stratified sampling due to hotel variable by get back percent (94.3 %) whenevre (384) questionnaires was collecting by E-Link, and delay (22) by percent (5.7 %). After collecting the data and conducting the appropriate statistical processing, the study concluded that there is a statistically significant at level (α ≤ 0.05) effect of human capital in its dimensions (knowledge, skill, experience, and training) on organizational performance with its dimensions (Internal process, Customer satisfaction, learning and development) in Jordanian five-star hotels. Training had the highest effect, then experience, then skill, and finally knowledge. The study proposed a set of recommendations, most notably the need for five-star hotel management to focus on training their human resources and involve them in developing training programs. The need to prioritize organizational performance in five-star hotels, given its significant importance in achieving positive results across hotel services as a whole, and continuously assess the level of human resources to ensure the best customer service at all times.