Sustainable Human Resource Management and Career Quality in Public Utilities: Evidence from Jordan’s Electricity Sector

This study investigates the impact of human resource management (HRM) practices—specifically planning, recruitment, training, and motivation—on dimensions of career quality (job security, promotion equity, and participatory decision-making) among employees of the Jordan Electricity Distribution Company (JEDCO). Utilizing a quantitative cross-sectional survey design, data were collected from 173 employees, allowing for an in-depth exploration of their perceptions and experiences regarding HRM practices. The findings reveal that both training and motivation significantly enhance career quality, with employees who receive advanced training reporting a stronger sense of job security and an increased likelihood to participate in decision-making processes. In contrast, the effects of recruitment and planning practices were found to be marginal due to perceived biases and strategies that fail to adequately address the long-term needs of the workforce. Despite moderate overall career quality scores, key areas for improvement were identified, particularly in job security and employee involvement. This study offers actionable recommendations for JEDCO, such as implementing AI-driven recruitment tools to mitigate nepotism and developing gamified training modules to enhance skill development. Furthermore, it underscores the importance of integrating HRM reforms into Jordan’s National Energy Strategy, thereby supporting Sustainable Development Goal 8. This research represents the first empirical examination linking HRM practices to career quality in Jordan’s energy sector, offering a framework applicable to public utilities in emerging economies (e.g., Lebanon’s EDL). This research extends Social Exchange Theory into non-Western hierarchical contexts, demonstrating how bureaucratic inertia and tribal affiliations weaken reciprocity dynamics—a novel boundary condition contrasting Western-centric SET models.