The Impact of Strategic Organizational Challenges on Human Resource Management in Jordanian Logistics Companies

Organizational development is an intrinsic and continuous process that significantly influences the efficiency and effectiveness of job performance within administrative organizations. At the core of successful transformation efforts are the human and organizational dimensions, which are particularly critical in the context of human resource management. This study examines the impact of strategic organizational challenges on managing human resources within Jordanian SME logistics companies, providing a focused lens on how these challenges shape HR practices. The findings, derived from data collected from 189 respondents across Jordanian SMEs, reveal that strategic organizational challenges have a significant influence on human resource planning. By employing multiple regression analysis, the study highlights the complex interplay between these challenges and HR planning, demonstrating the need for organizations to adopt adaptive and strategic approaches. This insight underscores the importance of HRM as a dynamic component of organizational development, capable of responding to and mitigating the pressures posed by external and internal challenges. The findings reveal that all three challenges significantly influence HR planning, underscoring the urgency for innovative and adaptive strategies. Entrepreneurship emerges as a critical moderating variable, enabling SMEs to navigate these complexities and capitalize on emerging opportunities. Entrepreneurial principles such as adaptability, innovation, and strategic decision-making empower SMEs to address these challenges effectively, fostering resilience and agility within their workforce. This study’s contributions extend beyond theoretical insights, offering practical implications for practitioners, policymakers, and scholars. For practitioners, the findings emphasize the importance of strategic capacity-building initiatives that equip SMEs with the tools and knowledge necessary to implement adaptive HR practices. Policymakers can draw from these insights to design targeted interventions that support SME development, such as training programs and access to digital infrastructure. Scholars are encouraged to further explore the intersection of HRM and entrepreneurship, particularly in the context of SMEs operating in resource-constrained environments.