Digital Social Platforms and Talent Acquisition: Empirical Evidence from the Tourism Industry in Jordan

Digital Social Platforms and Talent Acquisition: Empirical Evidence from the Tourism Industry in Jordan | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Digital Social Platforms and Talent Acquisition: Empirical Evidence from the Tourism Industry in Jordan Hazim Ryad Momani, Ahmad Mohammad Alzghoul, Amer Hani Al Qasem, and 3 more This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-8569455/v1 This work is licensed under a CC BY 4.0 License Status: Under Review Version 1 posted 14 You are reading this latest preprint version Abstract The employment landscape in the world keeps changing due to the accelerated technological changes, specifically in online platforms, automation, online collaborative tools, and artificial intelligence. Increasing pressure on the recruitment of talented professionals, as well as the growth of the working positions in the tourism sector, poses a great challenge to organizations aiming at sustaining the efficient performance of their operations. This has further necessitated the need to adopt efficient talent acquisition strategies which are backed by digital social platforms and an excellent employer branding. This paper seeks to discuss how digital social media have influenced talent acquisition in the Jordan tourism sector. The data that were collected were modeled with structural equation modeling based on a sample of 620 respondents selected in the tourism sector organizations in Jordan where all the respondents have direct experience in the recruitment process and hiring processes. The results indicate the importance of digital social platforms in improving the results of talent acquisition processes, showing that professional and strategic communication via such platforms can play an important role in ensuring sustainable human resource management practices in the Jordanian tourism sector. digital social platforms talent acquisition tourism industry Jordan strategic human resource management employer branding sustainable human resource management Figures Figure 1 1. Introduction Digitization has been adopted as a part and parcel of modern human resource management practices in most industries [1,2]. Recent patterns in the use of digital technologies in the work of organizations have given rise to new work forms where the processes are highly digitalized, which facilitates the recruitment and hiring processes, the processing of the onboarding process, and the development of the employees, even in remote workplaces [2]. There is a growing focus on digitally based practices like candidate experience management, flexible work practices and employer branding on digital social platforms in organizations alongside the prevalence of human resource information systems, digital personnel records, and workforce analytics tools [2–4]. To meet these developments, new skills are needed in the organizations, and the management needs to keep up with the growing digital working environment [5]. Demographic changes and challenge in the human resource market also add to the digital transformation of human resource management that is already in progress. The issue with aging workforces and growing skill gaps means that organizations need to strike a balance between technological innovation and human-based management strategies [6,7]. Simultaneously, digitalization is associated with ethical issues associated with fairness, transparency and equal opportunity in recruitment and selection activities [8]. Therefore, it has come to the realization of organizations that digital human resource strategies are becoming significant success factors that enable the survival of an organization in the long term and competitiveness. In this situation, the process of talent acquisition has been changing significantly due to the rise in investments in human capital and the importance of sustainable development principles in the process of making decisions within organizations [5,9]. The digital social platforms help organizations not only to contact active job seekers but also passive, who might be willing to accept new careers [10–12]. Strategically, human resource management wise, online presence and digital organizational identity have become the new demands in the so-called war on talent especially in labor intensive industries like tourism where the attraction and retention of skilled staff is a longstanding dilemma [2,13]. This is of particular concern to the dynamic processes of emerging and developing tourism markets such as Jordan, where the tourism sector is a crucial factor in the economy and job creation. The role of a recruiter and talent acquisition professional has also been modified because of technological advances, such as artificial intelligence and sophisticated digital platforms [2,14]. The trend in this transformation is in the heightened recruitment specialists demand that is able to integrate, control, and optimize advanced digital systems to human resource functions [2,7]. Such technologies can make the process of recruitment more efficient and of higher quality when implemented strategically, but when they are poorly implemented, they might lead to the appearance of algorithmic bias, lowered transparency, and unequal employment opportunities [15]. This means that the trend of acquiring talents has to be constantly progressed within the tourism organizations through training employees, updating digital infrastructures, and ensuring that the recruitment process is focused on long-term organizational goals [16,17]. The issue of sustainability has become the focus of contemporary corporate management practice and one of the primary areas of activity of the tourism organizations that aim at attaining long-term resilience and competitiveness [18–20]. Sustainable human resource management, in this respect, is crucial to the continuity of the labor force, increasing employee involvement, and bridging the capacities of an organization with the present and impending labor requirements [2]. The use of digital social platforms as a part of the talent acquisition strategies can provide tourism organizations with the possibility to improve employer branding, convey organizational values, and build long-term relationships with potential employees. With regards to staff marketing, the digital social platforms are often the initial point of interaction between the organizations and potential candidates [21–23]. Organizations need to have constant and professional communication in order to attract and engage the right talent during the recruitment process [23]. This is organized in terms of the talent acquisition process facilitated by the employer branding efforts and online communication programs. Talent acquisition can also be measured through various stages, such as attraction, information search, application, selection, onboarding, and retention, which would result in the overall candidate experience and organizational performance [5,24]. It is on this background that this research paper seeks to analyse the effect of digital social platforms on talent acquisition in the Jordan tourism industry. The research targets some of the important constructs, including work-life balance, online organizational reputation, employer branding, social media professionalism, and the career site design, and how they cause successful talent acquisition outcomes. The research questions to be used in the study are the following: How do digital social platforms affect success in talent acquisition in the tourism sector in Jordan? Are information search behavior and employment intention different based on online organizational reputation and engagement through digital social platforms? The given study bridges a significant gap in research owing to the fact that previous research studies have largely concentrated on the views of applicants and job seekers [13,16]. The research outcomes of the given research are useful in order to optimize the talent acquisition strategies, boosting the employer branding and the effectiveness of the recruitment practices via digital social platforms. Moreover, the findings add to the existing knowledge on the topic of sustainable human resource management by identifying the role of digital talent acquisition practices in ensuring organizational sustainability in the tourism sector. The rest of the paper is organized in the following way: Section 2 introduces literature review and hypothesis development; Section 3 describes the model of research and methodology; Section 4 presents the results of the research; Section 5 speaks about the findings and the implications; and Section 6 is a conclusion of the research. 2. Literature Review and Hypothesis Development (Revised) Digital transformation is one of the greatest threats to tourism organizations operating in modern business setups [17,25]. This has led to the fact that digitization and sustainability have been heavily associated with human resource management practices, especially in service-providing industries like tourism [4,5]. In the view of sustainable human resource management (SHRM), employees are not seen as organizational resources only, but stakeholders whose professional activity stretches beyond the organizational scope and has an impact on the social, economic, and other systems at large [26]. It is therefore becoming more apparent that the impacts of working on the family of employees, the community and the well being of the society are not just parts of the sustainable development of organizations but rather components of the organization [27]. The escalating competition in the global talent war is conditioned by the major megatrends, among which are the digitalization process, demographic changes, and labor market disequilibrium that put a serious strain on human resource management of the tourism sector [17,18]. The perennial lack of skilled workforce has made talent acquisition to be a strategic priority since the organizations in the tourism industry are trying to recruit and retain skilled workers who can provide high quality services [17,28]. In this regard, online social platforms are now considered as an essential talent acquisition tool, to be used in addition to conventional recruitment tools and as a way of accessing a broader and more diverse range of potential employees [29–31]. Once the tourism organizations can embrace sustainable human resource practices and effectively communicate these values to people using digital mediums, the company improves its organizational image and appeal as an employer, thus gaining competitive edge in the job market [32,33]. The literature review shows that strategic talent acquisition frameworks with the assistance of digital technologies are increasingly gaining prominence [34,35]. The empirical data indicate that perceptions, expectations, attitude and behavioral intentions of individuals are decisive factors in determining the success of digital talent acquisition programs, whereas service quality and user satisfaction determine the outcomes of digital talent acquisition at the larger scale, such as organizational sustainability and performance [36–38]. Besides, ongoing feedback systems and employee development programs are getting more being considered as investment in human capital, which mitigate staff turnover and organizational commitment in the long term [5,39]. This has therefore seen the introduction of organized performance appraisals and communication procedures as a norm in the modern human resource practices. The literature in incorporating sustainability in talent acquisition practices identifies two prevailing approaches: an economically focused approach that sees human capital as the main source of productive factor, and a more integrative approach that tends to focus on human well-being, ethical duty, and value creation in the long-term [35–38]. Regarding sustainability, fulfilling the needs of the employees is said to be equally important as the need to achieve the expectations of the stakeholders and organizational goals [40–42]. The social aspect of sustainability is closely associated with employee-related aspects of sustainability management including job design, occupational health and safety, decision-making involvement, and work-life balance, and it is especially significant to the tourism organizations with stressful work environments [43]. By means of strategic human capital acquisition, employee development, internal communication and knowledge management, tourism organizations can develop and maintain human and social capital, which, in turn, has a long-term impact of resilience and sustainable growth of an organization [44]. Although the research on digital human resource management is increasingly being done, there is little empirical research on the effectiveness and strategic importance of investing in digital talent acquisition [35]. Researchers have recommended that additional research should be done to explore the dynamics of the organizational variables, employer branding, professionalism of digital social platforms and talent acquisition performance [2,33,45]. The existing research is mainly based on the perception of job seekers and the experience of a candidate with relatively less research that incorporates the side of the employer or the long-term organizational performance like staff retention and loyalty [5,46–48]. In this regard, the current research fills this gap as it examines the process of talent acquisition through the lens of the tourism employers, in this case, paying specific attention to the impact of digital social platforms on the effectiveness of the recruitment process. 2.1. Design of Career Website The process of digitalization has drastically transformed the process of recruitment in all sectors including tourism [2]. Mobile-optimized application systems and professionally designed career websites are now considered to be core digital elements in talent acquisition strategies in the modern environment [49,50]. Career websites that are aided by analytical software like Google analytics allow organizations to track the user behavior, segment target audience and optimize recruiting campaigns more efficiently [51–54]. Moreover, the specialized recruitment sites and software solutions also help to enhance the efficiency of recruiting and online presence in an organization [53]. The career site professionalism is a core aspect of digital identity of an organization and image of an employer [54–56]. Career websites serve as the focal point of employer contact and talent interaction as the main point of contact between organizations and the prospective applicants [50]. The career websites should present clear information, easy navigation and a logical display of organizational values to the perspective candidates in order to achieve the expectations of the job applicants. Based on this, the subsequent hypotheses are as follows: H1: Career website design correlates positively with the digital social platform professionalism. H2: Career web site design correlates positively with web based organizational reputation. 2.2. Work–Life Balance One of the generic goals of sustainable human resource management is to ensure the well-being of employees and enhance the effective balance between professional and personal life [43,57]. The resources provided by work and personal life can be considered complementary and beneficial to job performance and the quality of life in general [58,59]. The process of attaining work-life balance is an active and personalized process that is influenced by career-related aspects, family matters, and personal priorities [60]. Work-life balance has emerged as a determining aspect in employee attraction and retention in the tourism sector where the number of hours worked is irregular and high service demands puts pressure on employees. Empirical research has shown that continuous learning opportunities, flexible working setups, and conducive organizational cultures have a positive implication to the employer reputation and employee commitment [56]. Nevertheless, the limited number of studies that investigate the importance of the work-life balance in digital talent acquisition scenarios is especially observed in the tourism environment [17,57]. One can, therefore, assume that tourism organizations with flexible and encouraging working conditions and that manage to communicate their advantages effectively in digital social networks are more likely to recruit competent applicants. The result of this is the following hypotheses: H3: The quality of work-life has a positive correlation with online organizational reputation. H4: Digital social platform professionalism is positively correlated with quality of work-life. 2.3. Employer Branding Employer branding is a major aspect of strategic talent acquisition and it involves what organizations are doing to make themselves appealing to work at in digital space [13,61]. By implementing a series of credible and persistence employer branding campaigns in the digital social media, the tourism organizations will be able to increase the visibility and to shape the external perceptions of the organization in line with the organizational values [62,63]. The activities of employer branding are generated in a large volume of digital data that may include user engagement levels like clicks, likes, comments, and feedback and it is possible to analyze the information to enhance an employer appeal and better recruitment practices [64–66]. The digital social platforms allow tourism organizations to distribute employer branding materials, arouse the interest of candidates, and appeal to the attention of active and passive job seekers [64,67]. Targeted content and paid advertising enhance the employer branding, as well as help to boost the online organizational reputation. As such, the hypotheses can be formulated as follows: H5 There is a positive relationship between employer value proposition (EVP) and online organizational reputation. H6 There is a positive relationship between digital social platform professionalism and employer value proposition (EVP). 2.4. Online Organizational Reputation To maintain successful talent acquisition, recruitment practice should be continually tailored to demands and preferences of target groups of candidates [18,23]. Candidates in digitalized recruitment settings are more sensitive to online organizational reputation, and this fact is crucial to employees perception and job intentions [5]. Although online communication methods can be used to reach large numbers of people, face-to-face communication and the genuine organizational practices are vital in ensuring a good and relatable online image [68]. According to previous research, employee satisfaction and organizational commitment play a major role in the stability and longevity of the online reputation over time [69–71]. Talent acquisition wise, organizations that have good online reputation are in the best position to attract skilled candidates and record high outcomes of recruitment [72]. Thus, the following hypotheses are put forward: H7 Organization reputation in the online setting has a positive correlation with professionalism in the digital social platform. H8 There is a positive relationship between online organizational reputation and talent acquisition effectiveness. 2.5. Digital Social Platform Professionalism In addition to the internal aspects in the organization, the professional utilization of the digital social platforms is a decisive factor in effective talent acquisition [73–76]. The growth of digital organizational identity is gradually determined by the presence online, the quality of content, responsiveness, and transparency of social platforms [77–80]. The participation of professionals in social sites on the internet assists in the building of reputation, as well as recruitment, through structured communication platforms and recruitment drives [2,38,71]. Furthermore, prospective employees place more and more emphasis on prospective employers through their online practices, their perception of equitable employment practices, and their compatibility with sustainable organizational principles [74]. In this regard, professionalism in the digital social platform should positively influence the result of the talent acquisition process by increasing the efficiency of the recruitment procedure and the level of trust in the candidate. Therefore, the hypothesis presented below is as follows: H9 The positive influence of digital social platform professionalism on talent acquisition effectiveness is present. 3. Research Methodology In this research, five important constructs have been developed, namely, career site design, work-life balance, employer branding, online organizational reputation, and online professionalism in the social platform, and their effects on talent acquisition effectiveness in the tourism sector are analyzed. According to the literature that is available, the effectiveness of talent acquisition in the current study is conceptualized as the capability of the organization to fill vacancies promptly and attract a sufficient number of potentially qualified candidates and reduce the rate of early employee turnover. To this effect, the research framework represents the strategic value of digital social platforms in determining modern talent acquisition practices and sustainable human resource management. Figure 1 demonstrates the proposed research structure and the proposed hypotheses of the relationships between the variables of the study. The questionnaire is anchored on the previous related literature, which has been updated by the professionals and duly modified with reference to the context of the current research to guarantee the validity of the research. Moreover, the questionnaire in this study was formulated by modifying of constructs and scale items in previous research above to improve reliability and validity of this study as shown in Table 1 . Table 1 Measurement items and the descriptive statistics for all variables. Constructs Items Design of Career Website (DCW) [49–54] (DCW1) The company has career section on the site that is well set apart with other menu items. (DCW2) The company posts all information regarding vacancies and career opportunities in its website that is updated. (DCW3) The applicant management system of the company enables applicants to submit their applications online. Quality of Work–Life (QWL) [57–59] (QWL1) Part-time work compatibility in the company is facilitated by career planning. (QWL2) The company endorses quality of work-life and meeting promises. (QWL3) The company has a flexible working model which is a desirable one. Employer Value Proposition (EVP) [61–67] (EVP1) It is significant that the company emphasizes the uniqueness of individual employees in its organizational system on online social websites. (EVP2) It is significant to present the benefits of the company other than financial compensation. (EVP3) Organizations which share news about employees are considered to be credible. (EVP4) Firms that display values and philosophy in the social online platforms are valued. (EVP5) It is noteworthy that employees have listened to favorable views regarding the employer value proposition of the company. Online Organizational Reputation (OOR) [69–71] ((OOR1) The company is respectful to customers and employees. (OOR2) Online recommendation: The choice to apply to a job depends on the number of online recommendations. (OOR3) The company is viewed as an employer that is good, who does not mistreat employees. (OOR4) Employees seek employment in firms with good reputation and one which is always trying to achieve more. Digital Social Platform Professionalism (DSPP) [73–78] (DSPP1) Remarks connected to the recruitment on internet social networks are considered. (DSPP2) The company is very active on social platforms that are online in advertising vacancies. (DSPP3) The company informs thoroughly about employment opportunities on online social networks. Talent Acquisition Effectiveness (TAE) [36–38] (TAE1) The percentage of turnover of employees received in the company within the 12 months’ probation is very low. (TAE2) Employees who have been employed within the previous 12 months are the right ones to occupy the advertised job requirements. (TAE3) Within the past one year, a substantial percentage of employees have been recruited under digital talent acquisition. The research was an anonymous online survey that was performed in June 2021 and November 2021. The measurements of the survey items were on a five point Likert scale of one (strongly disagree) to five (strongly agree). The pre-test of the draft questionnaire was conducted on 22 professionals to verify the meaning of the questionnaire, fluency, and suitability of the survey questions. Probability sampling and a stratified random sampling method enabled the authors of the study to reduce data bias and ensure that all the respondents involved in digital talent acquisition practices have an equal chance. The sample (n = 660 human resource managers, recruitment officers and decision-makers employed in tourism sector organizations in Jordan) was gathered using professional and digital media in order to have a real picture of the study situation. A total of 620 total responses was obtained which is equivalent to 94 percent response rate. The respondents were spread among key tourism areas of Jordan such as Amman, Aqaba and Dead Sea and Petra among other important tourism sites. The majority of the respondents were females, 58% (n = 360) and male responders were 42% (n = 260). Regarding the age distribution, 22% of the respondents were between 18–25 years, 26 years were between 26–35 years, 32 years were between 36–50 years, and 20 years were above 50 years. Structural equation modeling was used to carry out the analysis. Measurement model was analyzed in the first instance with the aim of evaluating the reliability and validity of the constructs and then the structural model was analyzed to find out nature of the effects of the independent and dependent variables through path analysis. The findings reflect that the measurement structure has sufficient reliability to test the hypotheses. 4. Results By applying the above description of the indicators, this paper can evaluate the internal consistency of the measurement scales based on Cronbach alpha as well as the internal consistency of the constructs, as a whole, in terms of their relevance to talent acquisition success. The results of reliability are provided in Table 2 , which demonstrates that the Cronbach alpha of all constructs is satisfactory, which means that the internal consistency is also satisfactory. Table 2 Summary of measurement scales Variable Constructs Standard Deviation Factor Loading Cronbach’s α Composite Reliability AVE DCW 1 Design of Career Website (DCW) 0.941 0.767 DCW 2 0.982 0.768 0.818 0.815 0.565 DCW 3 0.931 0.777 QWL 1 Quality of Work–Life (QWL) 0.941 0.788 QWL 2 0.993 0.829 0.845 0.842 0.585 QWL 3 0.961 0.767 EVP 1 Employer Value Proposition (EVP) 0.991 0.755 EVP 2 0.985 0.768 EVP 3 0.802 0.751 0.903 0.914 0.582 EVP 4 0.964 0.791 EVP 5 0.982 0.881 OOR 1 Online Organizational Reputation (OOR) 0.801 0.782 It is worth noting that the measures of construct reliability were the composite reliability (CR). Convergent validity was assessed by determining comparison of the average variance extracted (AVE) against squared construct correlations. The findings suggest that the square root of the AVE of each of the constructs is greater than the inter-construct correlations. Moreover, the cross-loading matrix was used to test discriminant validity. Table 3 demonstrates that all the measurement items loaded with better scores on their constructs compared to others, which indicates satisfactory discriminant validity. Table 3 Correlation matrix of variables QWL OOR EVP DSPP DCW TAE QWL 0.581 OOR 0.432 0.604 EVP 0.381 0.38 0.585 DSPP 0.401 0.395 0.366 0.577 DCW 0.381 0.364 0.342 0.369 0.569 TAE 0.332 0.316 0.302 0.308 0.289 0.559 With regards to the current study, the R2 value and confidence intervals were used to justify the conceptual model structural paths. The hypotheses connected to the career site design, quality of work-life and employer value proposal (H2, H3 and H5) were proved (b = 0.35, b = 0.31 and b = 0.156 individually with p < 0.001). The hypotheses (H1 and H7) related to digital social platform professionalism showed a high level of support (b = 0.47 and b = 0.2104, respectively, and p is less than 0.001). Nonetheless, quality of work-life as a predictor of digital social platform professionalism (H4) was also considered to be significant (b = 0.18). Lastly, there was significant support between digital social platform professionalism and effectiveness of talent acquisition (H9) (b = 0.696, p < 0.001), and the relationship between the online organizational reputation and effectiveness of talent acquisition (H8) was supported as well. Online organization reputation and professionalism on digital social platforms proved to be the key factors in the efficacy of talent acquisition with an R2 of 0.63 that explained 63.2 percent of the variance. This was then closely related to the digital social platform professionalism which was anticipated by the employer value proposition, quality of work-life and online organizational reputation which dictated 63.1% of the variation (R2 = 0.63). Online organizational reputation had a 47.0% variance that was attributed to the design of the career site and quality of work-life and employer value proposition (R2 = 0.470). The findings revealed that the relationships among all the hypothesized factors were significant and the intended model is acceptable. 5. Discussion The research on the impact of the main variables connected with digital social platforms on talent acquisition performance was studied in the frames of this study. The emergence of digital technologies and social platforms which have grown rapidly in the professional and personal life has essentially transformed the manner in which people communicate as well as the manner in which tourism organizations plan and execute human resource plans. Social networks, especially the online ones, have become crucial in the establishment and maintenance of online communities where sharing of interests, goals of profession and organizational values take place hence redefining modern talent acquisition practices in the tourist industry [77]. According to the empirical study, the online reputation of the organization was identified to affect talent acquisition in the tourism industry. Tourism organizations are therefore inspired to build, sustain, and promote the positive organizational image using digital social spaces. The process of strengthening positive perceptions is assisted by image-based communication, corporate social responsibility activities, and transparency practices in an organization, especially when it is carried out in digitally mediated talent acquisition. Nevertheless, the organizational reputation online cannot be fully controlled by organizations themselves because external stakeholders and the content created by a user influence the process as well. Hence, the process of enhancing online reputation needs ongoing interaction and constant communication not only internal activities. The results also suggest that the relations between applicants and organizations are becoming more digital, which explains the increased significance of talent acquisition models that are centred around the candidates. Creating applicant touchpoints with a high degree of user experience and accessibility is particularly a successful strategy when facilitated by weighting in digital social platforms. Good application experiences would lead to improved employer perceptions and increase the organizations employer value propositions, especially where high transparency is involved. Tourism organizations are therefore advised to embrace an intensive communication approach on online social media, maintain professional external perception, and use the media with strategic purposes. These findings are important because the earlier researches [64,67,74] made it clear that the overall talent acquisition experience can be improved by considering the needs, preferences, and uncertainty of the applicants through continuous communication and personal interaction with the employer and has a positive impact on employer attractiveness. However, successful implementation of the candidate-centered approach demands the adoption of coordination and collaboration between various internal stakeholders within the organization such as human resource managers, line managers and the top management. The other fact worthy of note is that, as the staffing processes, including talent acquisition, talent marketing, and employee development, are getting more and more digitalized, the strategic orientation of the human resource digital initiatives also undergoes changes. Prospective employees are contacted by more active and direct recruitment techniques, which is especially important during the times of shortage of qualified labor. More sophisticated digital technologies might be used to assist the tourism organizations in finding and engaging appropriate talent more effectively, such as automation and intelligent recruitment technologies. Additionally, the staff working in the tourist sector is more interested in the possibility of lifelong learning and personal development of skills, which may be supported with the help of digital means and channels. The changes require the renegotiation of the roles and responsibilities of the tourism human resource functions especially when it comes to e-tourism. The capacity of digital human resource management to proactively influence and mould its position in wider processes of digital transformation will determine the success of organizations. Talent acquisition in this respect becomes a key factor in allowing the tourism organizations to match the capabilities of the workforce to changing strategic goals. Lastly, the research results of this work go in line with the previous literature [17,25,81–83], showing that an in-depth knowledge of the economic and managerial processes involved in the digital acquisition of talent can help in making informed and timely decisions in the dynamic and uncertain world. Strategic priorities of tourism organizations can be technologies that improve the candidate experience and allow them to provide customized communication to improve employer value propositions. This means that cognitive and digital social platform technologies are emerging as an essential part of sustainable human resource practices especially in regards to organizational communication, knowledge sharing, employee development, relationship building, and human relation formation [5]. 6. Conclusions The present global economic environment has focused the interest of the tourism agencies towards a set of new ideas, which encompass the green economy, digitalization, e-work, and people-focused organizational strategy. Human resource management has been largely affected by these developments which can be seen in the changing practices, which are becoming more virtualized when it comes to employee selection, evaluation, and training [25,55]. Tourism organizations are being pressured to standardize and professionalize human resource management practices as a response to contemporary business environment being volatile, uncertain, complex and ambiguous. In this regard, the current study would be at the intersection of digital transformation, digital human resource management, and innovative performance in tourism organizations. It may be expected that, within the next decade, the tourism firms working in Jordan will have to establish detailed digital talent acquisition plans to improve performance, competitive edge, reputation of an organization, and incorporate their business into a sustainable business ecosystem. The sustainable management of the human capital in the tourism organizations is therefore a holistic and strategic approach that uses employees as an important source of value generation. The results of the work prove that the employer value proposition is commonly viewed as an element of corporate strategy in the tourism sector. Decision-makers should understand that it is only through complete encompassment of the employer value proposition in the general corporate strategy that sustainable organizational success can be attained. Such integration has some contribution to the performance of the organization especially where there is a shortage of skilled labour. Additionally, employer value proposal is meant to position tourism organizations on the minds of internal and external stakeholders through communicating the organizational values and employment benefits. Based on the signaling theory, these signals that are associated with employers are delivered via digital social platforms, which mirror the platform use professionalism and have a beneficial impact on online organizational reputation. Scientifically, the findings indicate that digital social sites have increased the employment opportunities through the congregation of numerous organizations and prospective employees under one digital platform. Professional relationships and networks are also achieved through these platforms. Practically speaking, the results can be used by tourism organizations in Jordan to gain more insights about important markers of talent acquisition, labor market trends, as well as the success of the existing digital talent acquisition policies. Lastly, the findings emphasize the fact that to develop digital transformation into human resource management in the tourism sector, it is necessary to implement strong employee selection and talent acquisition practices. The strategies make the value-relevant information support to organizational decision-making and, at the same time, affect the perceptions of the stakeholders, as well as decrease the informational risk. The functions and duties in the human resource functions in the tourism industry are anticipated to fluctuate as the labor market conditions continue to transform and qualified employees are getting scarce. The strategic use of digital social platforms is likely to have many human resource processes becoming increasingly digitized. 6.1. Research Limitations Although this study has a number of contributions, it is limited in a number of ways. Although the findings have offered significant information on professional usage of digital social platforms, as well as the online organizational reputation, the research design is cross-sectional, which restricts the opportunity to make a definite causal inference despite the usage of structural equation modeling. Besides, there are possibilities that common method bias could be present. According to Conway and Lance [84], common method bias can be caused by different methods of measurement, such as self-reported, rater effect and assessment-based measurement methods. Though the methodological issues related to these biases could not be sorted out completely, the proposed study adhered to the suggestions made by Podsakoff et al. [85] when the research framework was thoroughly evaluated and the research was conducted with the help of the procedural and statistical control measures. The other limitation is connected with the scope of the constructs studied in the research. Some of the dimensions of digital social environments, including diversity of the recruitment channel, the intensity of implementation, the content of employer value proposal, and digital advertising may also impact the effectiveness of talent acquisition in the tourism industry. Only a few indirect effects of these constructs were taken into consideration in the current study. 6.2. Future Research Directions It is suggested that future studies should use bigger samples to strengthen and increase the explanatory capability of the proposed research model. Increase of the sample would permit more thorough testing of the relationships between constructs and enhance the external validity of the results. Moreover, the long-term investments in employee development and constant learning can be included in the list of factors that can be examined in future research. The reasons why tourism organizations strike a balance between organizational goals; competitiveness, flexibility and productivity with the anticipations of employees in terms of quality of work-life and professional development would yield valuable information on sustainable talent acquisition and human resource management practices. Declarations Author Contributions: Conceptualization, h.m.; methodology, o.z. and A.M.I.; validation, M.R., and D.A.M.; improper analysis, A.M,; writing, original draft preparationism. and E.A.; writing, review and editing, H.M. Every author has checked the published version of the manuscript and concurred on it. Funding: There was no external funding of this research. Informed Consent Statement: Not applicable. Data Availability Statement: The datasets generated during and/or analysed during the current study are available from the corresponding author on reasonable request. Conflicts of Interest: There is no conflict of interest stated by the authors . Clinical trial number: not applicable. Consent to Participate declaration: Informed consent to participate in the study was obtained from all participants prior to data collection. Consent to Publish declaration: Informed consent to publish was obtained from all participants. Ethics declaration: This study received ethical approval from the [Al Dhaid University] Research Ethics Committee. All procedures were conducted in accordance with the committee’s guidelines and regulations and the principles of the Declaration of Helsinki. References Oncioiu, I., Anton, E., Ifrim, A. M., & Mândricel, D. A. (2022). The influence of social networks on the digital recruitment of human resources: An empirical study in the tourism sector . Sustainability, 14 (6), 3693. https://doi.org/10.3390/su14063693 Al-Dmour, R., Al-Dmour, H., Al-Dmour, A., Basheer Amin, E., & Al-Dmour, Y. (2025). AI and big data-driven social media recruitment: The mediating role of talent acquisition and employee engagement in bank performance . Digital Transformation and Society , 1–19. https://doi.org/10.1108/DTS-02-2025-0042 Alabbadi, M., & Alqadi, H. (2024). The role of digital human resources management in attracting talent in public universities in Jordan . 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In Information Technology on Business Transformation . Springer. Al-Adamat, A. M., Alkhawaldeh, M. I. G., & Mansour, S. S. (2023). The effect of electronic marketing on customer satisfaction of insurance companies in Jordan . In Information Technology on Business Transformation . Springer. Shehadeh, M., Almohtaseb, A., Aldehayyat, J., Al-Tit, A., & Alshurideh, M. (2023). Digital transformation and competitive advantage in the service sector: A moderated-mediation model . Sustainability, 15 (x). Alsetoohy, O., Sheikhelsouk, S., & others. (2024). Achieving sustainable competitive advantage in the metaverse: Roles of intellectual capital and service innovation . GeoJournal of Tourism and Geosites . Chotia, V., Albishri, N., & Sahore, N. (2025). Cybervetting and digital footprints in talent acquisition: A media narrative perspective on information management in recruitment . Journal of Global Information Management . Chotia, V., Albishri, N., & Galgotia, A. (2025). Decoding cybervetting through the lens of information management: A qualitative study on recruiter practices in digital talent acquisition . Journal of Global Information Management . Alsakarneh, G., Ali, A. J., & Ali, S. (2024). The effect of e-HRM on workforce agility in the Jordanian cement industry: The mediating role of employee engagement and the moderating role of digital innovation . International Journal of Research in Business and Social Science . Jordan, R. S. (2018). Social media marketing strategies used by small retail businesses (Doctoral dissertation). ProQuest Dissertations & Theses Global. Imam, A. T. (2023). The Automatic Definition of the Intuitive Linguistic Heuristics Set to Recognize the Elements of UML Analysis and Design Models in English. IEEE Access , 11 , 93381-93392. Imam, A. T. (2023). The Automatic Definition of the Intuitive Linguistic Heuristics Set to Recognize the Elements of UML Analysis and Design Models in English. IEEE Access, 11, 93381-93392. Alshrouf, F., Masadeh, S., Al-Fraihat, D., & Al-Nsoor, R. (2025). Improving BIRCH hierarchical clustering algorithms for enhanced partitioning of medical data. Cluster Computing, 28(9), 600. Zhang, L.; Guo, X.; Lei, Z.; Lim, M.K. Social network analysis of sustainable human resource management from the employee training’s perspective. Sustainability 2019 , 11 , 380. [CrossRef] Lin, H.-C.; Shih, C.-T. How Executive SHRM System Links to Firm Performance: The Perspectives of Upper Echelon and Competitive Dynamics. J. Manag. 2008 , 34 , 853–881. [CrossRef] Farndale, E.; Paauwe, J. SHRM and context: Why firms want to be as different as legitimately possible. J. Organ. Eff. People Perform. 2018 , 5 , 202–210. [CrossRef] Campos-Soria, J.A.; Ortega-Aguaza, B.; Ropero-García, M.A. Gender Segregation and Wage Difference in the Hospitality Industry. Tour. Econ. 2009 , 15 , 847–866. [CrossRef] Hermawati, A.; Nurwati, N.; Suhana, S.; Machmuddah, Z.; Ali, S. 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New optimum solutions of the time-fractional FitzHugh-Nagumo equations. International Journal of Analysis and Applications, 23 , Article 158. https://doi.org/10.28924/2291-8639-23-2025-158 Additional Declarations No competing interests reported. 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Introduction","content":"\u003cp\u003eDigitization has been adopted as a part and parcel of modern human resource management practices in most industries [1,2]. Recent patterns in the use of digital technologies in the work of organizations have given rise to new work forms where the processes are highly digitalized, which facilitates the recruitment and hiring processes, the processing of the onboarding process, and the development of the employees, even in remote workplaces [2]. There is a growing focus on digitally based practices like candidate experience management, flexible work practices and employer branding on digital social platforms in organizations alongside the prevalence of human resource information systems, digital personnel records, and workforce analytics tools [2\u0026ndash;4]. To meet these developments, new skills are needed in the organizations, and the management needs to keep up with the growing digital working environment [5]. Demographic changes and challenge in the human resource market also add to the digital transformation of human resource management that is already in progress. The issue with aging workforces and growing skill gaps means that organizations need to strike a balance between technological innovation and human-based management strategies [6,7]. Simultaneously, digitalization is associated with ethical issues associated with fairness, transparency and equal opportunity in recruitment and selection activities [8]. Therefore, it has come to the realization of organizations that digital human resource strategies are becoming significant success factors that enable the survival of an organization in the long term and competitiveness. In this situation, the process of talent acquisition has been changing significantly due to the rise in investments in human capital and the importance of sustainable development principles in the process of making decisions within organizations [5,9]. The digital social platforms help organizations not only to contact active job seekers but also passive, who might be willing to accept new careers [10\u0026ndash;12]. Strategically, human resource management wise, online presence and digital organizational identity have become the new demands in the so-called war on talent especially in labor intensive industries like tourism where the attraction and retention of skilled staff is a longstanding dilemma [2,13]. This is of particular concern to the dynamic processes of emerging and developing tourism markets such as Jordan, where the tourism sector is a crucial factor in the economy and job creation. The role of a recruiter and talent acquisition professional has also been modified because of technological advances, such as artificial intelligence and sophisticated digital platforms [2,14]. The trend in this transformation is in the heightened recruitment specialists demand that is able to integrate, control, and optimize advanced digital systems to human resource functions [2,7]. Such technologies can make the process of recruitment more efficient and of higher quality when implemented strategically, but when they are poorly implemented, they might lead to the appearance of algorithmic bias, lowered transparency, and unequal employment opportunities [15]. This means that the trend of acquiring talents has to be constantly progressed within the tourism organizations through training employees, updating digital infrastructures, and ensuring that the recruitment process is focused on long-term organizational goals [16,17]. The issue of sustainability has become the focus of contemporary corporate management practice and one of the primary areas of activity of the tourism organizations that aim at attaining long-term resilience and competitiveness [18\u0026ndash;20]. Sustainable human resource management, in this respect, is crucial to the continuity of the labor force, increasing employee involvement, and bridging the capacities of an organization with the present and impending labor requirements [2]. The use of digital social platforms as a part of the talent acquisition strategies can provide tourism organizations with the possibility to improve employer branding, convey organizational values, and build long-term relationships with potential employees. With regards to staff marketing, the digital social platforms are often the initial point of interaction between the organizations and potential candidates [21\u0026ndash;23]. Organizations need to have constant and professional communication in order to attract and engage the right talent during the recruitment process [23]. This is organized in terms of the talent acquisition process facilitated by the employer branding efforts and online communication programs. Talent acquisition can also be measured through various stages, such as attraction, information search, application, selection, onboarding, and retention, which would result in the overall candidate experience and organizational performance [5,24]. It is on this background that this research paper seeks to analyse the effect of digital social platforms on talent acquisition in the Jordan tourism industry. The research targets some of the important constructs, including work-life balance, online organizational reputation, employer branding, social media professionalism, and the career site design, and how they cause successful talent acquisition outcomes. The research questions to be used in the study are the following:\u003c/p\u003e \u003cp\u003eHow do digital social platforms affect success in talent acquisition in the tourism sector in Jordan?\u003c/p\u003e \u003cp\u003eAre information search behavior and employment intention different based on online organizational reputation and engagement through digital social platforms?\u003c/p\u003e \u003cp\u003eThe given study bridges a significant gap in research owing to the fact that previous research studies have largely concentrated on the views of applicants and job seekers [13,16]. The research outcomes of the given research are useful in order to optimize the talent acquisition strategies, boosting the employer branding and the effectiveness of the recruitment practices via digital social platforms. Moreover, the findings add to the existing knowledge on the topic of sustainable human resource management by identifying the role of digital talent acquisition practices in ensuring organizational sustainability in the tourism sector. The rest of the paper is organized in the following way: Section \u003cspan refid=\"Sec2\" class=\"InternalRef\"\u003e2\u003c/span\u003e introduces literature review and hypothesis development; Section \u003cspan refid=\"Sec8\" class=\"InternalRef\"\u003e3\u003c/span\u003e describes the model of research and methodology; Section \u003cspan refid=\"Sec9\" class=\"InternalRef\"\u003e4\u003c/span\u003e presents the results of the research; Section \u003cspan refid=\"Sec10\" class=\"InternalRef\"\u003e5\u003c/span\u003e speaks about the findings and the implications; and Section \u003cspan refid=\"Sec11\" class=\"InternalRef\"\u003e6\u003c/span\u003e is a conclusion of the research.\u003c/p\u003e"},{"header":"2. Literature Review and Hypothesis Development (Revised)","content":"\u003cp\u003eDigital transformation is one of the greatest threats to tourism organizations operating in modern business setups [17,25]. This has led to the fact that digitization and sustainability have been heavily associated with human resource management practices, especially in service-providing industries like tourism [4,5]. In the view of sustainable human resource management (SHRM), employees are not seen as organizational resources only, but stakeholders whose professional activity stretches beyond the organizational scope and has an impact on the social, economic, and other systems at large [26]. It is therefore becoming more apparent that the impacts of working on the family of employees, the community and the well being of the society are not just parts of the sustainable development of organizations but rather components of the organization [27]. The escalating competition in the global talent war is conditioned by the major megatrends, among which are the digitalization process, demographic changes, and labor market disequilibrium that put a serious strain on human resource management of the tourism sector [17,18]. The perennial lack of skilled workforce has made talent acquisition to be a strategic priority since the organizations in the tourism industry are trying to recruit and retain skilled workers who can provide high quality services [17,28]. In this regard, online social platforms are now considered as an essential talent acquisition tool, to be used in addition to conventional recruitment tools and as a way of accessing a broader and more diverse range of potential employees [29\u0026ndash;31]. Once the tourism organizations can embrace sustainable human resource practices and effectively communicate these values to people using digital mediums, the company improves its organizational image and appeal as an employer, thus gaining competitive edge in the job market [32,33].\u003c/p\u003e \u003cp\u003eThe literature review shows that strategic talent acquisition frameworks with the assistance of digital technologies are increasingly gaining prominence [34,35]. The empirical data indicate that perceptions, expectations, attitude and behavioral intentions of individuals are decisive factors in determining the success of digital talent acquisition programs, whereas service quality and user satisfaction determine the outcomes of digital talent acquisition at the larger scale, such as organizational sustainability and performance [36\u0026ndash;38]. Besides, ongoing feedback systems and employee development programs are getting more being considered as investment in human capital, which mitigate staff turnover and organizational commitment in the long term [5,39]. This has therefore seen the introduction of organized performance appraisals and communication procedures as a norm in the modern human resource practices. The literature in incorporating sustainability in talent acquisition practices identifies two prevailing approaches: an economically focused approach that sees human capital as the main source of productive factor, and a more integrative approach that tends to focus on human well-being, ethical duty, and value creation in the long-term [35\u0026ndash;38]. Regarding sustainability, fulfilling the needs of the employees is said to be equally important as the need to achieve the expectations of the stakeholders and organizational goals [40\u0026ndash;42].\u003c/p\u003e \u003cp\u003eThe social aspect of sustainability is closely associated with employee-related aspects of sustainability management including job design, occupational health and safety, decision-making involvement, and work-life balance, and it is especially significant to the tourism organizations with stressful work environments [43]. By means of strategic human capital acquisition, employee development, internal communication and knowledge management, tourism organizations can develop and maintain human and social capital, which, in turn, has a long-term impact of resilience and sustainable growth of an organization [44]. Although the research on digital human resource management is increasingly being done, there is little empirical research on the effectiveness and strategic importance of investing in digital talent acquisition [35]. Researchers have recommended that additional research should be done to explore the dynamics of the organizational variables, employer branding, professionalism of digital social platforms and talent acquisition performance [2,33,45]. The existing research is mainly based on the perception of job seekers and the experience of a candidate with relatively less research that incorporates the side of the employer or the long-term organizational performance like staff retention and loyalty [5,46\u0026ndash;48]. In this regard, the current research fills this gap as it examines the process of talent acquisition through the lens of the tourism employers, in this case, paying specific attention to the impact of digital social platforms on the effectiveness of the recruitment process.\u003c/p\u003e \u003cdiv id=\"Sec3\" class=\"Section2\"\u003e \u003ch2\u003e2.1. Design of Career Website\u003c/h2\u003e \u003cp\u003eThe process of digitalization has drastically transformed the process of recruitment in all sectors including tourism [2]. Mobile-optimized application systems and professionally designed career websites are now considered to be core digital elements in talent acquisition strategies in the modern environment [49,50]. Career websites that are aided by analytical software like Google analytics allow organizations to track the user behavior, segment target audience and optimize recruiting campaigns more efficiently [51\u0026ndash;54]. Moreover, the specialized recruitment sites and software solutions also help to enhance the efficiency of recruiting and online presence in an organization [53]. The career site professionalism is a core aspect of digital identity of an organization and image of an employer [54\u0026ndash;56]. Career websites serve as the focal point of employer contact and talent interaction as the main point of contact between organizations and the prospective applicants [50]. The career websites should present clear information, easy navigation and a logical display of organizational values to the perspective candidates in order to achieve the expectations of the job applicants. Based on this, the subsequent hypotheses are as follows:\u003c/p\u003e \u003cp\u003e \u003cb\u003eH1: Career website design correlates positively with the digital social platform professionalism.\u003c/b\u003e \u003c/p\u003e \u003cp\u003e \u003cb\u003eH2: Career web site design correlates positively with web based organizational reputation.\u003c/b\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec4\" class=\"Section2\"\u003e \u003ch2\u003e2.2. Work\u0026ndash;Life Balance\u003c/h2\u003e \u003cp\u003eOne of the generic goals of sustainable human resource management is to ensure the well-being of employees and enhance the effective balance between professional and personal life [43,57]. The resources provided by work and personal life can be considered complementary and beneficial to job performance and the quality of life in general [58,59]. The process of attaining work-life balance is an active and personalized process that is influenced by career-related aspects, family matters, and personal priorities [60]. Work-life balance has emerged as a determining aspect in employee attraction and retention in the tourism sector where the number of hours worked is irregular and high service demands puts pressure on employees. Empirical research has shown that continuous learning opportunities, flexible working setups, and conducive organizational cultures have a positive implication to the employer reputation and employee commitment [56]. Nevertheless, the limited number of studies that investigate the importance of the work-life balance in digital talent acquisition scenarios is especially observed in the tourism environment [17,57]. One can, therefore, assume that tourism organizations with flexible and encouraging working conditions and that manage to communicate their advantages effectively in digital social networks are more likely to recruit competent applicants. The result of this is the following hypotheses:\u003c/p\u003e \u003cp\u003e \u003cb\u003eH3: The quality of work-life has a positive correlation with online organizational reputation.\u003c/b\u003e \u003c/p\u003e \u003cp\u003e \u003cb\u003eH4: Digital social platform professionalism is positively correlated with quality of work-life.\u003c/b\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec5\" class=\"Section2\"\u003e \u003ch2\u003e2.3. Employer Branding\u003c/h2\u003e \u003cp\u003eEmployer branding is a major aspect of strategic talent acquisition and it involves what organizations are doing to make themselves appealing to work at in digital space [13,61]. By implementing a series of credible and persistence employer branding campaigns in the digital social media, the tourism organizations will be able to increase the visibility and to shape the external perceptions of the organization in line with the organizational values [62,63]. The activities of employer branding are generated in a large volume of digital data that may include user engagement levels like clicks, likes, comments, and feedback and it is possible to analyze the information to enhance an employer appeal and better recruitment practices [64\u0026ndash;66]. The digital social platforms allow tourism organizations to distribute employer branding materials, arouse the interest of candidates, and appeal to the attention of active and passive job seekers [64,67]. Targeted content and paid advertising enhance the employer branding, as well as help to boost the online organizational reputation. As such, the hypotheses can be formulated as follows:\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eH5\u003c/strong\u003e \u003cp\u003eThere is a positive relationship between employer value proposition (EVP) and online organizational reputation.\u003c/p\u003e \u003c/p\u003e \u003cp\u003e \u003cstrong\u003eH6\u003c/strong\u003e \u003cp\u003eThere is a positive relationship between digital social platform professionalism and employer value proposition (EVP).\u003c/p\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec6\" class=\"Section2\"\u003e \u003ch2\u003e2.4. Online Organizational Reputation\u003c/h2\u003e \u003cp\u003eTo maintain successful talent acquisition, recruitment practice should be continually tailored to demands and preferences of target groups of candidates [18,23]. Candidates in digitalized recruitment settings are more sensitive to online organizational reputation, and this fact is crucial to employees perception and job intentions [5]. Although online communication methods can be used to reach large numbers of people, face-to-face communication and the genuine organizational practices are vital in ensuring a good and relatable online image [68]. According to previous research, employee satisfaction and organizational commitment play a major role in the stability and longevity of the online reputation over time [69\u0026ndash;71]. Talent acquisition wise, organizations that have good online reputation are in the best position to attract skilled candidates and record high outcomes of recruitment [72]. Thus, the following hypotheses are put forward:\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eH7\u003c/strong\u003e \u003cp\u003eOrganization reputation in the online setting has a positive correlation with professionalism in the digital social platform.\u003c/p\u003e \u003c/p\u003e \u003cp\u003e \u003cstrong\u003eH8\u003c/strong\u003e \u003cp\u003eThere is a positive relationship between online organizational reputation and talent acquisition effectiveness.\u003c/p\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec7\" class=\"Section2\"\u003e \u003ch2\u003e2.5. Digital Social Platform Professionalism\u003c/h2\u003e \u003cp\u003eIn addition to the internal aspects in the organization, the professional utilization of the digital social platforms is a decisive factor in effective talent acquisition [73\u0026ndash;76]. The growth of digital organizational identity is gradually determined by the presence online, the quality of content, responsiveness, and transparency of social platforms [77\u0026ndash;80]. The participation of professionals in social sites on the internet assists in the building of reputation, as well as recruitment, through structured communication platforms and recruitment drives [2,38,71]. Furthermore, prospective employees place more and more emphasis on prospective employers through their online practices, their perception of equitable employment practices, and their compatibility with sustainable organizational principles [74]. In this regard, professionalism in the digital social platform should positively influence the result of the talent acquisition process by increasing the efficiency of the recruitment procedure and the level of trust in the candidate. Therefore, the hypothesis presented below is as follows:\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eH9\u003c/strong\u003e \u003cp\u003eThe positive influence of digital social platform professionalism on talent acquisition effectiveness is present.\u003c/p\u003e \u003c/p\u003e \u003c/div\u003e"},{"header":"3. Research Methodology","content":"\u003cp\u003eIn this research, five important constructs have been developed, namely, career site design, work-life balance, employer branding, online organizational reputation, and online professionalism in the social platform, and their effects on talent acquisition effectiveness in the tourism sector are analyzed. According to the literature that is available, the effectiveness of talent acquisition in the current study is conceptualized as the capability of the organization to fill vacancies promptly and attract a sufficient number of potentially qualified candidates and reduce the rate of early employee turnover. To this effect, the research framework represents the strategic value of digital social platforms in determining modern talent acquisition practices and sustainable human resource management. Figure\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e demonstrates the proposed research structure and the proposed hypotheses of the relationships between the variables of the study.\u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003cp\u003eThe questionnaire is anchored on the previous related literature, which has been updated by the professionals and duly modified with reference to the context of the current research to guarantee the validity of the research. Moreover, the questionnaire in this study was formulated by modifying of constructs and scale items in previous research above to improve reliability and validity of this study as shown in Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e.\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eMeasurement items and the descriptive statistics for all variables.\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"2\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eConstructs\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eItems\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eDesign of Career Website (DCW)\u003c/b\u003e [49\u0026ndash;54]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e(DCW1) The company has career section on the site that is well set apart with other menu items.\u003c/p\u003e \u003cp\u003e(DCW2) The company posts all information regarding vacancies and career opportunities in its website that is updated.\u003c/p\u003e \u003cp\u003e(DCW3) The applicant management system of the company enables applicants to submit their applications online.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eQuality of Work\u0026ndash;Life (QWL)\u003c/b\u003e [57\u0026ndash;59]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e(QWL1) Part-time work compatibility in the company is facilitated by career planning.\u003c/p\u003e \u003cp\u003e(QWL2) The company endorses quality of work-life and meeting promises.\u003c/p\u003e \u003cp\u003e(QWL3) The company has a flexible working model which is a desirable one.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eEmployer Value Proposition (EVP)\u003c/b\u003e [61\u0026ndash;67]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e(EVP1) It is significant that the company emphasizes the uniqueness of individual employees in its organizational system on online social websites.\u003c/p\u003e \u003cp\u003e(EVP2) It is significant to present the benefits of the company other than financial compensation.\u003c/p\u003e \u003cp\u003e(EVP3) Organizations which share news about employees are considered to be credible.\u003c/p\u003e \u003cp\u003e(EVP4) Firms that display values and philosophy in the social online platforms are valued.\u003c/p\u003e \u003cp\u003e(EVP5) It is noteworthy that employees have listened to favorable views regarding the employer value proposition of the company.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eOnline Organizational Reputation (OOR)\u003c/b\u003e [69\u0026ndash;71]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e((OOR1) The company is respectful to customers and employees.\u003c/p\u003e \u003cp\u003e(OOR2) Online recommendation: The choice to apply to a job depends on the number of online recommendations.\u003c/p\u003e \u003cp\u003e(OOR3) The company is viewed as an employer that is good, who does not mistreat employees.\u003c/p\u003e \u003cp\u003e(OOR4) Employees seek employment in firms with good reputation and one which is always trying to achieve more.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eDigital Social Platform Professionalism (DSPP)\u003c/b\u003e [73\u0026ndash;78]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e(DSPP1) Remarks connected to the recruitment on internet social networks are considered.\u003c/p\u003e \u003cp\u003e(DSPP2) The company is very active on social platforms that are online in advertising vacancies.\u003c/p\u003e \u003cp\u003e(DSPP3) The company informs thoroughly about employment opportunities on online social networks.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eTalent Acquisition Effectiveness (TAE)\u003c/b\u003e [36\u0026ndash;38]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e(TAE1) The percentage of turnover of employees received in the company within the 12 months\u0026rsquo; probation is very low.\u003c/p\u003e \u003cp\u003e(TAE2) Employees who have been employed within the previous 12 months are the right ones to occupy the advertised job requirements.\u003c/p\u003e \u003cp\u003e(TAE3) Within the past one year, a substantial percentage of employees have been recruited under digital talent acquisition.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003eThe research was an anonymous online survey that was performed in June 2021 and November 2021. The measurements of the survey items were on a five point Likert scale of one (strongly disagree) to five (strongly agree). The pre-test of the draft questionnaire was conducted on 22 professionals to verify the meaning of the questionnaire, fluency, and suitability of the survey questions. Probability sampling and a stratified random sampling method enabled the authors of the study to reduce data bias and ensure that all the respondents involved in digital talent acquisition practices have an equal chance. The sample (n\u0026thinsp;=\u0026thinsp;660 human resource managers, recruitment officers and decision-makers employed in tourism sector organizations in Jordan) was gathered using professional and digital media in order to have a real picture of the study situation. A total of 620 total responses was obtained which is equivalent to 94 percent response rate. The respondents were spread among key tourism areas of Jordan such as Amman, Aqaba and Dead Sea and Petra among other important tourism sites. The majority of the respondents were females, 58% (n\u0026thinsp;=\u0026thinsp;360) and male responders were 42% (n\u0026thinsp;=\u0026thinsp;260). Regarding the age distribution, 22% of the respondents were between 18\u0026ndash;25 years, 26 years were between 26\u0026ndash;35 years, 32 years were between 36\u0026ndash;50 years, and 20 years were above 50 years. Structural equation modeling was used to carry out the analysis. Measurement model was analyzed in the first instance with the aim of evaluating the reliability and validity of the constructs and then the structural model was analyzed to find out nature of the effects of the independent and dependent variables through path analysis. The findings reflect that the measurement structure has sufficient reliability to test the hypotheses.\u003c/p\u003e"},{"header":"4. Results","content":"\u003cp\u003eBy applying the above description of the indicators, this paper can evaluate the internal consistency of the measurement scales based on Cronbach alpha as well as the internal consistency of the constructs, as a whole, in terms of their relevance to talent acquisition success. The results of reliability are provided in Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e, which demonstrates that the Cronbach alpha of all constructs is satisfactory, which means that the internal consistency is also satisfactory.\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eSummary of measurement scales\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"7\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eVariable\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eConstructs\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eStandard Deviation\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eFactor Loading\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eCronbach\u0026rsquo;s α\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003eComposite Reliability\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c7\"\u003e \u003cp\u003eAVE\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eDCW 1\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eDesign of Career Website (DCW)\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.941\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.767\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/th\u003e \u003cth align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/th\u003e \u003c/tr\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eDCW 2\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.982\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.768\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003e0.818\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.815\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c7\"\u003e \u003cp\u003e0.565\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eDCW 3\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e\u003cb\u003e0.931\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e\u003cb\u003e0.777\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eQWL 1\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e\u003cb\u003eQuality of Work\u0026ndash;Life (QWL)\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e\u003cb\u003e0.941\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e\u003cb\u003e0.788\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eQWL 2\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e\u003cb\u003e0.993\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e\u003cb\u003e0.829\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e\u003cb\u003e0.845\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e\u003cb\u003e0.842\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e\u003cb\u003e0.585\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eQWL 3\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e\u003cb\u003e0.961\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e\u003cb\u003e0.767\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eEVP 1\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e\u003cb\u003eEmployer Value Proposition (EVP)\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e\u003cb\u003e0.991\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e\u003cb\u003e0.755\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eEVP 2\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e\u003cb\u003e0.985\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e\u003cb\u003e0.768\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eEVP 3\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e\u003cb\u003e0.802\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e\u003cb\u003e0.751\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e\u003cb\u003e0.903\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e\u003cb\u003e0.914\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e\u003cb\u003e0.582\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eEVP 4\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e\u003cb\u003e0.964\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e\u003cb\u003e0.791\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eEVP 5\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e\u003cb\u003e0.982\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e\u003cb\u003e0.881\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eOOR 1\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e\u003cb\u003eOnline Organizational Reputation (OOR)\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e\u003cb\u003e0.801\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e\u003cb\u003e0.782\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003eIt is worth noting that the measures of construct reliability were the composite reliability (CR). Convergent validity was assessed by determining comparison of the average variance extracted (AVE) against squared construct correlations. The findings suggest that the square root of the AVE of each of the constructs is greater than the inter-construct correlations. Moreover, the cross-loading matrix was used to test discriminant validity. Table\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e demonstrates that all the measurement items loaded with better scores on their constructs compared to others, which indicates satisfactory discriminant validity.\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eCorrelation matrix of variables\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"7\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eQWL\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eOOR\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eEVP\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eDSPP\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003eDCW\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c7\"\u003e \u003cp\u003eTAE\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eQWL\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.581\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eOOR\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.432\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.604\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eEVP\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.381\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.38\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.585\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eDSPP\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.401\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.395\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.366\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.577\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eDCW\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.381\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.364\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.342\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.369\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.569\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eTAE\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.332\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.316\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.302\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.308\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.289\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e0.559\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003eWith regards to the current study, the R2 value and confidence intervals were used to justify the conceptual model structural paths. The hypotheses connected to the career site design, quality of work-life and employer value proposal (H2, H3 and H5) were proved (b\u0026thinsp;=\u0026thinsp;0.35, b\u0026thinsp;=\u0026thinsp;0.31 and b\u0026thinsp;=\u0026thinsp;0.156 individually with p\u0026thinsp;\u0026lt;\u0026thinsp;0.001). The hypotheses (H1 and H7) related to digital social platform professionalism showed a high level of support (b\u0026thinsp;=\u0026thinsp;0.47 and b\u0026thinsp;=\u0026thinsp;0.2104, respectively, and p is less than 0.001). Nonetheless, quality of work-life as a predictor of digital social platform professionalism (H4) was also considered to be significant (b\u0026thinsp;=\u0026thinsp;0.18). Lastly, there was significant support between digital social platform professionalism and effectiveness of talent acquisition (H9) (b\u0026thinsp;=\u0026thinsp;0.696, p\u0026thinsp;\u0026lt;\u0026thinsp;0.001), and the relationship between the online organizational reputation and effectiveness of talent acquisition (H8) was supported as well. Online organization reputation and professionalism on digital social platforms proved to be the key factors in the efficacy of talent acquisition with an R2 of 0.63 that explained 63.2 percent of the variance. This was then closely related to the digital social platform professionalism which was anticipated by the employer value proposition, quality of work-life and online organizational reputation which dictated 63.1% of the variation (R2\u0026thinsp;=\u0026thinsp;0.63). Online organizational reputation had a 47.0% variance that was attributed to the design of the career site and quality of work-life and employer value proposition (R2\u0026thinsp;=\u0026thinsp;0.470). The findings revealed that the relationships among all the hypothesized factors were significant and the intended model is acceptable.\u003c/p\u003e"},{"header":"5. Discussion","content":"\u003cp\u003eThe research on the impact of the main variables connected with digital social platforms on talent acquisition performance was studied in the frames of this study. The emergence of digital technologies and social platforms which have grown rapidly in the professional and personal life has essentially transformed the manner in which people communicate as well as the manner in which tourism organizations plan and execute human resource plans. Social networks, especially the online ones, have become crucial in the establishment and maintenance of online communities where sharing of interests, goals of profession and organizational values take place hence redefining modern talent acquisition practices in the tourist industry [77]. According to the empirical study, the online reputation of the organization was identified to affect talent acquisition in the tourism industry. Tourism organizations are therefore inspired to build, sustain, and promote the positive organizational image using digital social spaces. The process of strengthening positive perceptions is assisted by image-based communication, corporate social responsibility activities, and transparency practices in an organization, especially when it is carried out in digitally mediated talent acquisition. Nevertheless, the organizational reputation online cannot be fully controlled by organizations themselves because external stakeholders and the content created by a user influence the process as well. Hence, the process of enhancing online reputation needs ongoing interaction and constant communication not only internal activities. The results also suggest that the relations between applicants and organizations are becoming more digital, which explains the increased significance of talent acquisition models that are centred around the candidates. Creating applicant touchpoints with a high degree of user experience and accessibility is particularly a successful strategy when facilitated by weighting in digital social platforms. Good application experiences would lead to improved employer perceptions and increase the organizations employer value propositions, especially where high transparency is involved. Tourism organizations are therefore advised to embrace an intensive communication approach on online social media, maintain professional external perception, and use the media with strategic purposes. These findings are important because the earlier researches [64,67,74] made it clear that the overall talent acquisition experience can be improved by considering the needs, preferences, and uncertainty of the applicants through continuous communication and personal interaction with the employer and has a positive impact on employer attractiveness. However, successful implementation of the candidate-centered approach demands the adoption of coordination and collaboration between various internal stakeholders within the organization such as human resource managers, line managers and the top management.\u003c/p\u003e \u003cp\u003eThe other fact worthy of note is that, as the staffing processes, including talent acquisition, talent marketing, and employee development, are getting more and more digitalized, the strategic orientation of the human resource digital initiatives also undergoes changes. Prospective employees are contacted by more active and direct recruitment techniques, which is especially important during the times of shortage of qualified labor. More sophisticated digital technologies might be used to assist the tourism organizations in finding and engaging appropriate talent more effectively, such as automation and intelligent recruitment technologies. Additionally, the staff working in the tourist sector is more interested in the possibility of lifelong learning and personal development of skills, which may be supported with the help of digital means and channels. The changes require the renegotiation of the roles and responsibilities of the tourism human resource functions especially when it comes to e-tourism. The capacity of digital human resource management to proactively influence and mould its position in wider processes of digital transformation will determine the success of organizations. Talent acquisition in this respect becomes a key factor in allowing the tourism organizations to match the capabilities of the workforce to changing strategic goals. Lastly, the research results of this work go in line with the previous literature [17,25,81\u0026ndash;83], showing that an in-depth knowledge of the economic and managerial processes involved in the digital acquisition of talent can help in making informed and timely decisions in the dynamic and uncertain world. Strategic priorities of tourism organizations can be technologies that improve the candidate experience and allow them to provide customized communication to improve employer value propositions. This means that cognitive and digital social platform technologies are emerging as an essential part of sustainable human resource practices especially in regards to organizational communication, knowledge sharing, employee development, relationship building, and human relation formation [5].\u003c/p\u003e"},{"header":"6. Conclusions","content":"\u003cp\u003eThe present global economic environment has focused the interest of the tourism agencies towards a set of new ideas, which encompass the green economy, digitalization, e-work, and people-focused organizational strategy. Human resource management has been largely affected by these developments which can be seen in the changing practices, which are becoming more virtualized when it comes to employee selection, evaluation, and training [25,55]. Tourism organizations are being pressured to standardize and professionalize human resource management practices as a response to contemporary business environment being volatile, uncertain, complex and ambiguous. In this regard, the current study would be at the intersection of digital transformation, digital human resource management, and innovative performance in tourism organizations. It may be expected that, within the next decade, the tourism firms working in Jordan will have to establish detailed digital talent acquisition plans to improve performance, competitive edge, reputation of an organization, and incorporate their business into a sustainable business ecosystem. The sustainable management of the human capital in the tourism organizations is therefore a holistic and strategic approach that uses employees as an important source of value generation.\u003c/p\u003e \u003cp\u003eThe results of the work prove that the employer value proposition is commonly viewed as an element of corporate strategy in the tourism sector. Decision-makers should understand that it is only through complete encompassment of the employer value proposition in the general corporate strategy that sustainable organizational success can be attained. Such integration has some contribution to the performance of the organization especially where there is a shortage of skilled labour. Additionally, employer value proposal is meant to position tourism organizations on the minds of internal and external stakeholders through communicating the organizational values and employment benefits. Based on the signaling theory, these signals that are associated with employers are delivered via digital social platforms, which mirror the platform use professionalism and have a beneficial impact on online organizational reputation. Scientifically, the findings indicate that digital social sites have increased the employment opportunities through the congregation of numerous organizations and prospective employees under one digital platform. Professional relationships and networks are also achieved through these platforms. Practically speaking, the results can be used by tourism organizations in Jordan to gain more insights about important markers of talent acquisition, labor market trends, as well as the success of the existing digital talent acquisition policies. Lastly, the findings emphasize the fact that to develop digital transformation into human resource management in the tourism sector, it is necessary to implement strong employee selection and talent acquisition practices. The strategies make the value-relevant information support to organizational decision-making and, at the same time, affect the perceptions of the stakeholders, as well as decrease the informational risk. The functions and duties in the human resource functions in the tourism industry are anticipated to fluctuate as the labor market conditions continue to transform and qualified employees are getting scarce. The strategic use of digital social platforms is likely to have many human resource processes becoming increasingly digitized.\u003c/p\u003e \u003cdiv id=\"Sec12\" class=\"Section2\"\u003e \u003ch2\u003e6.1. Research Limitations\u003c/h2\u003e \u003cp\u003eAlthough this study has a number of contributions, it is limited in a number of ways. Although the findings have offered significant information on professional usage of digital social platforms, as well as the online organizational reputation, the research design is cross-sectional, which restricts the opportunity to make a definite causal inference despite the usage of structural equation modeling. Besides, there are possibilities that common method bias could be present. According to Conway and Lance [84], common method bias can be caused by different methods of measurement, such as self-reported, rater effect and assessment-based measurement methods. Though the methodological issues related to these biases could not be sorted out completely, the proposed study adhered to the suggestions made by Podsakoff et al. [85] when the research framework was thoroughly evaluated and the research was conducted with the help of the procedural and statistical control measures. The other limitation is connected with the scope of the constructs studied in the research. Some of the dimensions of digital social environments, including diversity of the recruitment channel, the intensity of implementation, the content of employer value proposal, and digital advertising may also impact the effectiveness of talent acquisition in the tourism industry. Only a few indirect effects of these constructs were taken into consideration in the current study.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec13\" class=\"Section2\"\u003e \u003ch2\u003e6.2. Future Research Directions\u003c/h2\u003e \u003cp\u003eIt is suggested that future studies should use bigger samples to strengthen and increase the explanatory capability of the proposed research model. Increase of the sample would permit more thorough testing of the relationships between constructs and enhance the external validity of the results. Moreover, the long-term investments in employee development and constant learning can be included in the list of factors that can be examined in future research. The reasons why tourism organizations strike a balance between organizational goals; competitiveness, flexibility and productivity with the anticipations of employees in terms of quality of work-life and professional development would yield valuable information on sustainable talent acquisition and human resource management practices.\u003c/p\u003e \u003c/div\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eAuthor Contributions:\u0026nbsp;\u003c/strong\u003eConceptualization, h.m.; methodology, o.z. and A.M.I.; validation, M.R., and D.A.M.; improper analysis, A.M,; writing, original draft preparationism. and E.A.; writing, review and editing, H.M. Every author has checked the published version of the manuscript and concurred on it.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFunding:\u0026nbsp;\u003c/strong\u003eThere was no external funding of this research.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eInformed Consent Statement:\u0026nbsp;\u003c/strong\u003eNot applicable.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eData Availability Statement:\u0026nbsp;\u003c/strong\u003eThe datasets generated during and/or analysed during the current study are available from the corresponding author on reasonable request.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConflicts of Interest:\u0026nbsp;\u003c/strong\u003eThere is no conflict of interest stated by the authors\u003cstrong\u003e.\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eClinical trial number: not applicable.\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConsent to Participate declaration:\u0026nbsp;\u003c/strong\u003eInformed consent to participate in the study was obtained from all participants prior to data collection.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConsent to Publish declaration:\u0026nbsp;\u003c/strong\u003eInformed consent to publish was obtained from all participants.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEthics declaration:\u0026nbsp;\u003c/strong\u003eThis study received ethical approval from the [Al Dhaid University] Research Ethics Committee. 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[CrossRef]\u003c/li\u003e\n \u003cli\u003eLimi, A., Rangarajan, K., Kallel, I. A., \u0026amp; Saoudi, Y. (2025). Optimal utilization of port free-of-charge storage for non-instantaneously deteriorating items with time-varying order quantity dependent demand with green technology investment during transit. \u003cem\u003eInternational Journal of Analysis and Applications, 23\u003c/em\u003e, Article 99. https://doi.org/10.28924/2291-8639-23-2025-99\u003c/li\u003e\n \u003cli\u003eAl-Khoury, A., Suwaidan, M., Alkhouri, R., \u0026amp; Haddad, H. (2025). The firm\u0026rsquo;s CSR image and its choice of capital structure. \u003cem\u003eMontenegrin Journal of Economics, 21\u003c/em\u003e(2), 149\u0026ndash;162. https://doi.org/10.14254/1800-5845/2025.21-2.10\u003c/li\u003e\n \u003cli\u003eAlzkari, T., Khan, A., Fiza, M., Ullah, H., Jan, A. U., Akg\u0026uuml;l, A., Hendy, A. S., Khan, I., Albidah, A. B., \u0026amp; Koh, W. S. (2025). New optimum solutions of the time-fractional FitzHugh-Nagumo equations. \u003cem\u003eInternational Journal of Analysis and Applications, 23\u003c/em\u003e, Article 158. https://doi.org/10.28924/2291-8639-23-2025-158\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":false,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"discover-sustainability","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"disu","sideBox":"Learn more about [Discover Sustainability](https://www.springer.com/43621)","snPcode":"","submissionUrl":"","title":"Discover Sustainability","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Discover Series","inReviewEnabled":true,"inReviewRevisionsEnabled":true},"keywords":"digital social platforms, talent acquisition, tourism industry, Jordan, strategic human resource management, employer branding, sustainable human resource management","lastPublishedDoi":"10.21203/rs.3.rs-8569455/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-8569455/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThe employment landscape in the world keeps changing due to the accelerated technological changes, specifically in online platforms, automation, online collaborative tools, and artificial intelligence. Increasing pressure on the recruitment of talented professionals, as well as the growth of the working positions in the tourism sector, poses a great challenge to organizations aiming at sustaining the efficient performance of their operations. This has further necessitated the need to adopt efficient talent acquisition strategies which are backed by digital social platforms and an excellent employer branding. This paper seeks to discuss how digital social media have influenced talent acquisition in the Jordan tourism sector. The data that were collected were modeled with structural equation modeling based on a sample of 620 respondents selected in the tourism sector organizations in Jordan where all the respondents have direct experience in the recruitment process and hiring processes. The results indicate the importance of digital social platforms in improving the results of talent acquisition processes, showing that professional and strategic communication via such platforms can play an important role in ensuring sustainable human resource management practices in the Jordanian tourism sector.\u003c/p\u003e","manuscriptTitle":"Digital Social Platforms and Talent Acquisition: Empirical Evidence from the Tourism Industry in Jordan","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2026-02-11 17:26:43","doi":"10.21203/rs.3.rs-8569455/v1","editorialEvents":[{"type":"communityComments","content":0},{"type":"decision","content":"Revision requested","date":"2026-02-23T06:32:52+00:00","index":"","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-02-21T07:03:15+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-02-15T13:53:08+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"111205622158536407174900716588100831961","date":"2026-02-14T12:47:44+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"216266513104612580703057344064238535619","date":"2026-02-11T11:44:57+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-02-10T11:51:29+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"226861300221489669706921560183317564733","date":"2026-02-10T11:36:46+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"68915428039571993987396374324441062360","date":"2026-02-09T13:14:46+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"127340641498596279823521951262564755163","date":"2026-02-09T12:27:33+00:00","index":"hide","fulltext":""},{"type":"reviewersInvited","content":"","date":"2026-02-09T10:54:14+00:00","index":"","fulltext":""},{"type":"editorInvited","content":"","date":"2026-01-28T15:42:13+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2026-01-28T10:10:16+00:00","index":"","fulltext":""},{"type":"checksComplete","content":"","date":"2026-01-28T09:20:20+00:00","index":"","fulltext":""},{"type":"submitted","content":"Discover Sustainability","date":"2026-01-28T07:40:17+00:00","index":"","fulltext":""}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"discover-sustainability","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"disu","sideBox":"Learn more about [Discover Sustainability](https://www.springer.com/43621)","snPcode":"","submissionUrl":"","title":"Discover Sustainability","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Discover Series","inReviewEnabled":true,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"90f7e84a-8c8c-4687-9bcf-adfac2918dc0","owner":[],"postedDate":"February 11th, 2026","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"under-review","subjectAreas":[],"tags":[],"updatedAt":"2026-04-01T11:24:35+00:00","versionOfRecord":[],"versionCreatedAt":"2026-02-11 17:26:43","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-8569455","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-8569455","identity":"rs-8569455","version":["v1"]},"buildId":"XKTyCvWXoU3ODBz1xrDgd","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}