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\title{Impact of Human Resource Strategies on Perceived Organizational Support at Jordanian Public Universities}
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             \author[1]{Sulieman Ibraheem Shelash  Al-Hawary}

             \author[2]{Sulieman Ibraheem Shelash  Al-Hawary}

             \author[3]{Waleed Khalid Ibrahim  Nusair}

             \affil[1]{  Al al-Bayt University}

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\date{\small \em Received: 7 December 2016 Accepted: 5 January 2017 Published: 15 January 2017}

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\begin{abstract}
        


The study aimed to identify the effect of Human Resource strategies on perceived organizational support at public Jordanian Universities such that factors that may assist in improving or worsening work performance can be identified, moreover. The population of the study was all the universities administrative staff in northern Jordanian public universities with 4908 staff members. The random sample of the study was 350 staff members (7%) of the study population.The study included a number of results, Among which the existence of a statically significant effect of the human resources strategies (human resource planning, appointment and selection, training and development, incentives' and rewards and performance evaluation on perceived organizational support.

\end{abstract}


\keywords{human resource strategies, perceived organizational support, public universities, jordan.}

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\let\tabcellsep& 	 	 		 \par
uman resources management is an advanced ideological methodology which leads its activities and processes in an organized way to achieve goals. Applying this methodology demands to scheme and analyze company's needs of human resources, then polarizing and choosing the best to fill jobs vacancies(Al-Hawary \& Alajmi, 2017); Furthermore, it demands a complete structure consists of organizations to invest and develop human resource's energies as well as to assign, train, develop, reward, lead and observe it; Moreover, to guide labor relationships in a company according to the human resource's quality and intellectual level.\par
Human resource is an important resource of the companies' resources and one of its substantial roots; accordingly, goals cannot be achieved if human resource was absent, therefore the most important H management department is human resources manage-ment because it focuses on the human element which is the most valuable resource and the most influential productive part of it (Al-Hawary \& Haddad, 2016). Basically, a company without the human elements is a group of inanimate objects that cannot be productive itself; unless there are human elements to lead the processes and to lead the other elements of the company, to occur the regulatory changes and the necessary changes in order to raise the efficiency and performance \hyperref[b12]{(Al-Hawary et al., 2011)}.\par
Indeed, employees expect perceived organizational support because they believe that the organization cares about their goals and values which they think it is the reason why the organization supports them \hyperref[b37]{(Islam et al., 2015)} .It has been recognized by \hyperref[b51]{Sabr et al. (2013)} that the employees' realization and feelings towards the way the organization interact with them are represented by the procedures and the applied practices toward the employees in the organization. \hyperref[b45]{Macky and Boxall (2007)} claimed that achieving the best organizational outcomes when studying the human resources' practices demands focusing on the mediator role of few inspired changes from social exchange theory such as organizational trust and perceived organizational support.\par
The theoretical literature (according to both researchers) lacks locally and internationally these kinds of studies which addressed human resources' strategies and perceived organizational support; accordingly both researchers found out that there is an urgent need to study this topic in order to fill the shortfall of studying these kind of topics. Therefore, the study based on extrapolating and diagnosing the fact of human resources' strategies at Jordanian public Universities (Al-Hawary \& Batayneh, 2010; Al-Hawary, 2010; Al-Hawary, 2010); in addition to analyzing and evaluating the responsiveness to the requirements of the surrounding environment, as well as raising the management efficiency and achieving diverse aims which basically represented by efficiency and effectiveness of organizations, so forth the study is important because it presents a specialized scientific addition and provides data base to study the influence of the human resources' strategies on the perceived organizational support at Jordanian public universities in The North district.\par
Sulieman Ibraheem Shelash Al-Hawary ? \& Waleed Khalid Ibrahim Nusair ? II. Theoretical Framework and a Review of the Study's Literature a) Human Resources' Strategies Some researchers \hyperref[b1]{(Akhtar et al., 2008}) classified human resources' practices to strategic practices and non-strategic practices, considered that the strategic practices refer to the total organizational performance; for instance, the internal job vacancies, formal training system, job safety, the evaluation of result-based performance, employees' participation, functional description and the participation of profit. These practices were called the best practices as well. \hyperref[b58]{Vlachos (2009)} classified human resources practices according to its influence on organizational performance and it was identified through practices like: job safety, selection and recruitment, self-managed work teams and decentralization in making decisions, compensation policies, training and sharing information, in contrast the relationship between human resources management and the intention to quit work through various practices such as incentives and rewards system and evaluating performance as well as selection and recruitment and evaluating performance and relationships with employees, training and career development (Long et al., 2012). 
\section[{b) Human Resources' Strategies Concept}]{b) Human Resources' Strategies Concept}\par
Schedule \hyperref[b0]{(1)}: human resources strategies in theoretical literature 
\section[{Researchers/ year}]{Researchers/ year}\par
The goal of the study Human resources strategies The topic of human resources management acquired a great interest by Academics, researchers and organizations, as a result of the positive influences of the active management of human resources whilst the competitions among organizations are increasing locally and internationally (Al-Hawary \& Shdefat, 2016); consequently the active human resources management in any organization is described as one of the essential factors of success \hyperref[b28]{(Fening and Amaria, 2011)}.\par
In general, the strategy is the process that the organization is doing to develop its available resources in a way to achieve additional value whereby the organizational tasks will be done (Al-Hawary \& Hadad, 2016; Al-Nady et al., 2013); in order to achieve efficiency and improve productivity \hyperref[b56]{(Ullah \& Yasmin, 2013)}, thus human resources strategy refers to organization's activities which invest the benefit of available and possible human resources and to invest resources' skills and abilities in order to achieve goals.\par
Tan and Nasurdin (2011) is a glossary contains concepts of human resources practices which elaborate that these practices represent a system which aims to attract, develop and motive human resources in the organization and to maintain it in order to assure efficiency and quality (Al-Hawary \& Abu-Laimon, 2013). Also these practices are a group of consistent internal policies designed to help human resources show the organization's value and achieve goals. Furthermore, \hyperref[b53]{Schermerhorn (2001)} described it differently that it is a process to attract and develop human resources and maintain it in order to support organization's message and help to achieve its strategies and organizational goals.\par
The researcher described human resources strategies as activities that organization does to determine its needs of human resources and attract these resources to work in the organization, also train and develop them to acquire the required skills in addition to motivate them present fair rewards and incentives, as well as evaluating their performance in order to improve it and determine training needs and arrange reward systems according to the performance, to achieve goals. 
\section[{c) Human resources strategies}]{c) Human resources strategies}\par
There are various strategies of human resources in the studies of strategies according to goals researchers try to achieve and according to the size of studied organizations; however, extensive review of human resources' management literature showed a collection of strategies which are applied by organizations to achieve certain goals in diverse circumstances.\par
In the schedule (1) down below, a collection of human resources' management practices of the previous studies:\par
Al  {\ref Qadi and Ziad (2012)} Testing the relations between resources management and organizational performance under the mediator role of workers performance.  
\section[{Polarizing}]{Polarizing} 
\section[{Human resources planning}]{Human resources planning}\par
Human resources' planning strategy is the process which by the organization determines and plans its needs of human resources for the short term or long term. This strategy is based on the idea that human resources is the most important organizational strategy in an organization, thus it is a part of the organizational strategic scheme, it plays a major role according to its efficiency to achieve the organization's strategy through drawing attention to the followed ways of recruitment and developing individuals to achieve organizational goals \hyperref[b49]{(Prashanthi, 2013)}. \hyperref[b49]{Prashanthi (2013)} refers to Quinn (1983) which sees that human resources planning strategy presents the process of making decisions which merge three activities: hiring and polarizing the sufficient number of skilled employees and motive them to achieve higher performance, in addition to find connections between organizational goals and human resources' scheme activities. \hyperref[b49]{Prashanthi (2013)} claimed that human resources planning process aims to achieve many goals like: polarizing the sufficient number of well-skilled and experienced employees that the organization needs, and dealing with all problems related to increasing or decreasing of workers, as well as improving human resources to be skilled and flexible in order to improve the organization's ability of adapting environmental changes, and maintaining hired employees and improve their skills rather than hire new ones. Finally, human resources planning process aims to the best investment of human resources through more flexible working systems. 
\section[{Selection and Appointment}]{Selection and Appointment}\par
Refer to organization's task of searching for employees and encourage them to apply for available jobs, then it selects the most sufficient of all applicants according to their values, expectations, abilities and matching extent of organization's demands in general, and job vacancies in particular \hyperref[b24]{(Demo et al., 2012)}.\par
Abu-Shaikha (2006) described these practices as one of the followed ways by organizations to acquire human resources. Basically selection and recruitment process can be done by two ways; internal and external, the organization can select current employees of their own or it can polarize new employees outside of it. Indeed, one of the studies which were applied on Jordanian society (Ereqat et al., 2010) recommended external selection of employees to acquire new employees who are qualified and experienced (Al-Hawary, 2011). Researchers focus on measuring these practices according to diverse aspects like publishing information about internal and external selection and recruitment process by the organization, and the followed instructions and standards of the practices' procedure; in addition to nominees' awareness of selection results as well as the relevance of selecting quizzes to measure the knowledge and experience of nominees for the jobs, and the variety of useful selecting methods such as quizzes and interviews \hyperref[b24]{(Demo et al., 2012)}.\par
A comparison of followed methods of selection and recruitment conducted by \hyperref[b40]{Li et al. (2015)} between organizations, researchers indicate the importance of cultural differences between countries; as a result, Czech organizations basically depend on internal recruitment in contrast with Chinese organizations which focus on external recruitment because of the cultural values differences between the two countries as well as other reasons like labor market and employees' desire to transfer to other work. The final result reflects that the most common selecting employees' methods in both countries are interviews and nomination applications of jobs and recommendations. 
\section[{Training and development}]{Training and development}\par
Barnoty (2007) refers to training as reliable educational activity in order to improve individuals' performance in their jobs. It is also identified as all planned and executed efforts to develop abilities, knowledge and skills of workers based on their levels and specialties in the organization, including maximizing the effectiveness of their performance and fulfill their potential by achieving their personal goals and their contribution to achieve organization's goals (Shaikha, 2010).\par
Adewale and Anthonia (2014) training identified as planned effort by organization to facilitate the process of teaching employees the required skills to implement organizational tasks, researchers considered the benefits of practicing training and development relies on the best investment of human resources in the organization and developing employees to help achieving organization's goals and employees' personal goals as well. Furthermore, these practices contribute to improve organizational culture and empower employees to make decision and effectively solve problems, which improve the implementation of policies and organizational strategies. 
\section[{Rewards and incentives}]{Rewards and incentives}\par
Adewale and Anthonia (2014) launched another name for rewards and incentives strategy which is compensation management, launched by other studies as well, which means a practice of human resources' management practices that focus on planning, coordination and observation of direct and indirect wages that employees receive for doing tasks.\par
Rewards and incentives strategy reflects compensations suitability of employees' wages with wages in work market and its suitability with their functional roles and responsibilities. This strategy shows direct and indirect wages scheme represented by benefits, bonuses, rewards and incentives \hyperref[b22]{(Coetzee et al., 2014)}. One of main advantages of rewards and incentives strategy empowering the organization to attract employees and maintaining human resources in it (Futa and Qutub, 2013). Adewale and Anthonia (2014) argued that compensation structure in an organization is determined according to interrelated factors like work requirements. The second factor is the degree of acceptance of wages and the degree of satisfaction of the employees' wages fairness compared employees with one another. The third factor related to external factors in the organization like the applicable salary scale and if the organization motivates employees with rewards.\par
Concerning with the practices of rewards and incentive measurement process in theoretical literature \hyperref[b22]{(Coetzee et al., 2014)} few studies used a bunch of compensations like basic wages, bonuses and incentives, and its suitability to the compensations of similar organizations in work market. 
\section[{Performance Appraisal}]{Performance Appraisal}\par
Performance appraisal process refers to the periodic judgment on individual's behavior and performance, if the employee is aware of what is expected of him before the assessment and how his performance is evaluated \hyperref[b20]{(Boohene and Asuinura, 2011)}. Ali (2013) inserted two definitions of performance appraisal which are summarized as a process consists of a procedure to deal with staff's information in terms of reviewing, sharing and using in order to improve workers performance, it is identified in short period of time objectively and without bias. \hyperref[b19]{Bohlander et al. (2001)} which is referred in Boohene and Asuinura (2011) suggested some steps to be followed in order to implement performance evaluation process represented by: scheduling, preparation for review and the review, if the performance was satisfying and within pre-specified criteria then the results of assessment and discussion would be recorded. Finally, the results will be left until it is reevaluated as long as it matches the criteria and characterized by its reality and applicability and ability to measure \hyperref[b52]{(Santhanam et al., 2015)}  
\section[{d) Perceived organizational support}]{d) Perceived organizational support}\par
This practice emerged from social interaction theory which reflects direct relation between employees' performance and perceived organizational level of him \hyperref[b32]{(Hur et al., 2015)}, another study \hyperref[b37]{Islam et al. (2015)} added that perceived organizational support is expected things by the employees according to their thoughts that the organization cares about their goals and values and which is the reason why it supports them. Sabr et al.\par
(2013) identified it as employee's awareness and his feelings toward the way he is dealt with by the organization presented by applied practices.\par
Varma and Russell (2016) study attributed this practice to the organizational support theory which assumed that the employees have their own beliefs about the organization's attention and appreciation as well as its ability to support them if they helped to achieve its goals successfully; basically staff expects to receive support in specific situations. Accordingly, expected organizational support influences organizational commitment, career impact, career absorption and organizational performance; in addition to the desire not to leave the organization.\par
The study \hyperref[b32]{Hur et al. (2015)} used the following sentences to measure the perceived organizational support: "the management doesn't hesitate if I have specific demands", "my organization appreciates my own goals and values", and "my organization cares about my safety", and "my organization is proud of my achievements" other examples of another study \hyperref[b37]{Islam et al. (2015)}: "my organization highly appreciates my contributions", Perryer et al. (2010) used sentences like: "my organization feels it was a big mistake to hire me", "if there was another employee to do my task with a lesser salary, my organization would not mind", "my organization doesn't pay me the salary I deserve". However, current researches use the following sentences to describe perceived organizational support: the company's attention to the employee's interests, the appreciation of the employee's role of goals achievement, taking the diverse views of employees, the valuation of employee's values and goals, company's attention to employees' satisfaction and willingness to help the employee in all cases. 
\section[{e) Human Resources Strategies and Perceived}]{e) Human Resources Strategies and Perceived}\par
Organizational Support Previous studies showed several relations of statistical significances which combine human resources' management practices with other variables. Examples of these relations: the relation of this practice and organizational culture (Adewale and Anthonia, 2014) with employees' performance, absence rates and employees' functional behavior \hyperref[b52]{(Santhanam et al., 2015)}. Ihionkhan and Aigbomian (2014) showed a positive correlation relation between this practice and organizational commitment.\par
Therefore, other studies such as Lopez-Cabrales and Valle (2011) have shown that there are no relations between both training and development process and other variables; at the same time, the study emphasized the influence of the development process on the value of knowledge of employees.\par
Cheung (2013) study indicates that organizations interests of human resources' management practices totally lead to the formation of positive impressions for the employees about perceived organizational support. Because, the organization sends an implicit message to the employees through applying practices of human resources' management which expresses caring and supporting its employees and being responsible for that. Allen et al.  {\ref (2003)} asserted the role of human resources' management practices in improving perceived organizational support by employees. It explained that perceived organizational support develops by time, and after an employee understands practices that the organization do in reality which will make an impression for him that the organization cares about its employees and always ready to help them.\par
On the other hand, Meyer and Smith (2000) study has shown a connection between human resources' management practices and perceived organizational support variable. Also, it showed that the organizational support mediates human resources' management practices and organizational commitment both emotionally and normatively so far. \hyperref[b30]{Giauque et al. (2010)} his study aimed to assess the impact of human resources' management practices on organizational commitment in a sample of small Swiss companies which reflect the relations between human resources' management practices and organizational support accordingly affect the organizational commitment of employees.\par
The study of Nadeem et al. (2015) connected few practices of human resources' management such as, functional development through emphasizing that the employee who receives organizational support from his organization, will try to make more effort to be supported for developing himself functionally. Organizational support theory based on joint cooperation between organization and employee; whereas, employees do their best, companies on the other hand support them. According to previous studies here is the following hypothesis:\par
There is statistically impact at significance level ( 05 . 0 ? ?\par
) of human resources strategies on perceived organizational support at Jordanian public universities in the North territory. 
\section[{III.}]{III.} 
\section[{Research Framework}]{Research Framework}\par
Based on study hypothesis, the following theoretical framework, shown in Figure 1. As can be seen from the framework, the study investigates the effect of Strategic Human Resource on perceived organizational support. at public Jordanian Universities, where Strategic Human Resource are the independent variable and are positively related to perceived organizational support as the dependent variable.  
\section[{Methodology}]{Methodology}\par
In this section, we discuss measures, sample and data collection as well as the statistical tests used to evaluate the hypothesis. 
\section[{a) Measures}]{a) Measures}\par
The constructs in this study were developed by using measurement scales adopted from prior studies. Modifications were made to the scale to fit the purpose of the study. All constructs were measured using fivepoint Likert scales with anchors strongly disagree (= 1) and strongly agree (= 5  
\section[{b) Sample}]{b) Sample}\par
The population of the study was all the university administrative staff in northern public Jordan universities with 4908 staff members. Stratified sample randomly selected (7\%) of the employees of the public universities in the North region of Jordan and according to the schedule of sample size determination of the size of the population prepared by \hyperref[b39]{(Krejcie and Morgan, 1970)}, (350) employees were taken as a sample of the three public universities in the North region of Jordan, table \hyperref[tab_5]{3}-1 shows the sample of the study was 350 staff members (7\%) of the study population. The questionnaires, with instructions of how to complete them, were distributed to respondents by an interviewer. Subjects were asked to assess their perceptions of various items of different constructs. Assessments were based on A Five-point Likert scale ranging from "strongly disagree (1) to "strongly agree (5) was used to measure the 40 items. In order to minimize possible response bias, instructions emphasized that the study focused only on their personal opinions. There were no right or wrong answers. After completion, the questionnaires were checked and collected by the interviewer. However, due to some invalid questionnaires which were removed from the population. The total questionnaires was 256 valid for analysis, Table \hyperref[b1]{(2)} shows the characteristics of the sample. The largest group of respondents (31.7 percent) were aged 40-less than 50. The next largest group (28.7 percent) were aged 30-less than 40. Smaller groups of respondents were aged less than 30  {\ref (19.6 percent)}.\par
With regard to educational level, respondents with Bachelor degrees were the largest group of respondents make (61.5 percent), respondents with Post graduate degrees make (14.0 percent). Finally, holders of diploma degrees make (24.50 percent) of the employees. With regard to Job position, respondents who are employees were the largest group of respondents make (62.7 percent), respondents who are managers make (21.1 percent). Finally, respondents who are Head of department make (16.2 percent) of the employees. The sample characteristics of the respondents represented in Table \hyperref[b1]{(2)}. 
\section[{c) Data Gathering}]{c) Data Gathering}\par
The research data was collected through the questionnaire. The questionnaire began with an introductory statement that asked respondents to administer their own responses, assured them of confidentiality, and so forth. This was followed by a request for demographic information and the measures. Data were collected through questionnaires. The study was based on the development and administration of a self-administered survey and conducted in Jordan. 
\section[{d) Reliability and Validity of the Survey Instrument}]{d) Reliability and Validity of the Survey Instrument}\par
The survey instrument with 40 items was developed based on Strategic Human Resource as independent variables with five dimensions: Human resources planning (HRP1-HRP5), Selection and appointment (SA1-SA9), Training and development (TD1-TD8), Rewards and motivation (RM1-RM7), and Performance appraisal (PA1-PA5). perceived organizational support as dependent variables (POS1-POS6).The instrument was evaluated for reliability and validity. Reliability refers to the instrument's ability to provide consistent results in repeated uses \hyperref[b29]{(Gatewood \& Field, 1990)}. Validity refers to the degree to which the instrument measures the concept the researcher wants to measure \hyperref[b17]{(Bagozzi \& Phillips, 1982)}.  Factor analysis and reliability analysis were used in order to determine the data reliability for the Strategic Human Resource, and perceived organizational support. A within factor, factor analysis was performed to assess convergent validity. The results of the factor analysis and reliability tests are presented in Table \hyperref[b2]{(3)} and Table \hyperref[b3]{(4)}. All individual loadings were above the minimum of 0.5 recommended by \hyperref[b31]{Hair et al. (1998)}. For exploratory research, a Chronbach ? greater than 0.70 is generally considerate reliable  {\ref (Nunnally, 1978)}. Chronbach ? statistics for the study contracts are shown in Table \hyperref[b3]{(4)} and Table \hyperref[b4]{(5)}. Thus it can be concluded that the measures used in this study are valid and reliable. On the basis of \hyperref[b33]{Cattel (1966)}   
\section[{Psychometric properties and dimensions of the revised electronic banking services on the Customers Loyalty}]{Psychometric properties and dimensions of the revised electronic banking services on the Customers Loyalty}\par
Kaiser-Meyer-Olkin and Bartlett's Test of Sphericity has been used as Pre-analysis testing for the suitability of the entire sample for factor analysis as recommended by \hyperref[b23]{Comrey (1978)}, the value of The Kaiser-Meyer-Olkin measure was used to assess the suitability of the sample for each unifactorial determination. The KMO values found (see Table \hyperref[tab_7]{5}) are generally considered acceptable  {\ref (Kim and Mueller, 1978)}. All factors in each unifactorial test accounted for more than 52 percent of the variance of the respective variable sets. This suggests that only a small amount of the total variance for each group of variables is associated with causes other than the factor itself, and the Bartlet tests of sphericity was significant at p <0:05, thus, indicating that the sample was suitable for factor analytic procedures (see Table \hyperref[tab_7]{5}). The Results 
\section[{a) Test of hypothesis}]{a) Test of hypothesis}\par
Multiple regression analysis was employed to test the hypotheses. It is a useful technique that can be used to analyze the relationship between a single dependent variable and several independent variables \hyperref[b31]{(Hair et al., 1998)}. In this model, perceived organizational support acts as the dependent variable and Strategic Human Resource as the independent variables. From the result as shown in Table \hyperref[b6]{(7)}, the regression model was statistically significant (F = 18.29; R2 =.262; P = .000). The R2 is .262, which means that 26.2 per cent of the variation in perceived organizational support can be explained by Human Resources planning, Selection and appointment, Training and development, Rewards and motivation, and Performance appraisal. The proposed model was adequate as the F-statistic = 18.29 was significant at the 5\% level (p < 0.05). This indicates that the overall model was reasonable fit and there was a statistically significant association between Strategic Human Resource and perceived organizational support. Table VI also shows that Human Resources planning (p<0,05; ß =.138), Selection and appointment (p<0,05; ß =.249), Training and development (p<0,05; ß =.240), Rewards and motivation (p<0,05; ß =..131), and Performance appraisal (p<0,05; ß =.270), had a significant and positive effect on perceived organizational support. This provides evidence to support H1a, H1b, H1c, H1d and H1e. Based on the ß values Performance appraisal has the highest impact on perceived organizational support followed by Selection and appointment, Training and development, Human Resources planning, and Rewards and motivation. Jordanian public universities with moderate degree are: universities procedures of university security and its defense for basic benefits of employees, in addition to its attention to health and safety of employees and financial compensation of unused benefits.\par
-Results related to performance appraisal of human resources strategy at Jordanian public university with high degree are: procedures related to maintain qualified and experienced human resources and the adoption of universities in evaluating performance of workers in order to achieve Jordanian public universities' goals. However, procedures which reflect performance evaluation of human resources at public universities with moderate degree are: universities' procedures related to the adoption of evaluation system on measurable results, and universities ability to provide enough information about employees for the sake of evaluating processes and finally, communication system which is based on communications between workers and supervisors in order to do evaluating processes. -Results of perceived organizational support at public universities reflect the importance of workers' interests and the appreciation of workers' role of achieving goals, in addition to achieve satisfying level of general satisfaction of workers, and helping workers, even though they need help in their personal goals. Furthermore, the researcher realizes that this result is important because it empowers functional correlation between employees and universities. Whenever correlation power is strengthened, it reflects on sustainability and continuation of an employee at work which also reflect on improving services, productivity and increasing organizational obligation for the employee.\par
-Results related to analyzing the impact of human resources strategies in perceived organizational support reflected on basic impact which is enhanced; whenever human resources strategies were good practices. 
\section[{VII.}]{VII.} 
\section[{Recommendations}]{Recommendations}\par
As resources planning practices at Jordanian public universities which serve the consolidation of relations between universities and employees; apparently, it demands to work on the variation of training programs fields so it covers all departments of universities and required tasks as well as the necessity to work on developing training programs and select new training programs which is convenient for training needs for workers; in addition to the needs of experts to decide training needs and to decide the necessary courses to cover these needs and working on finding techniques for polarizing and hiring qualified human resources at Jordanian public universities in north territory. Pursuing advanced evaluation performance systems which through it public universities at north territory of Jordan achieve the ability to sort qualification and experience of employees which help employees' replacement processes to put the right person at the right place; furthermore, strengthening perceived organizational support Techniques Through strengthening relationships and empower employees to do tasks in a way which includes independence and freedom without any influence on achieving universities' goals; finally, Strengthening incentives system and make it clearer, fairer and more transparency for employees. 
\section[{VIII. Determinants of the Study and}]{VIII. Determinants of the Study and}\par
Future Research Directions    \begin{figure}[htbp]
\noindent\textbf{1} \par 
\begin{longtable}{P{0.2555379746835443\textwidth}P{0.08338607594936709\textwidth}P{0.0995253164556962\textwidth}P{0.16408227848101264\textwidth}P{0.13449367088607594\textwidth}P{0.11297468354430379\textwidth}}
University\tabcellsep No. of employees\tabcellsep Gender\tabcellsep No. of employees according to gender\tabcellsep No. of questionnaires distributed\tabcellsep No of questionnaires received\\
Jordan\tabcellsep \tabcellsep Male\tabcellsep 1587\tabcellsep 111\tabcellsep 97\\
University of Science and Technology\tabcellsep 2261\tabcellsep Female\tabcellsep 674\tabcellsep 52\tabcellsep 44\\
Yarmouk University\tabcellsep 1673\tabcellsep Male Female\tabcellsep 1020 653\tabcellsep 71 48\tabcellsep 47 28\\
Al al-Bayt\tabcellsep 974\tabcellsep Male\tabcellsep 662\tabcellsep 46\tabcellsep 37\\
University\tabcellsep \tabcellsep Female\tabcellsep 312\tabcellsep 22\tabcellsep 12\\
Total\tabcellsep 4908\tabcellsep \tabcellsep 4908\tabcellsep 350\tabcellsep \end{longtable} \par
 
\caption{\label{tab_3}Table 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2} \par 
\begin{longtable}{P{0.16309963099630997\textwidth}P{0.4077490774907749\textwidth}P{0.11291512915129151\textwidth}P{0.1662361623616236\textwidth}}
Variable\tabcellsep \tabcellsep Frequency\tabcellsep \%\\
Gender\tabcellsep Male\tabcellsep 181\tabcellsep 68.3\\
\tabcellsep Female\tabcellsep 84\tabcellsep 31.7\\
Age group\tabcellsep less than 30\tabcellsep 52\tabcellsep 19.6\\
\tabcellsep 30-less than 40\tabcellsep 76\tabcellsep 28.7\\
\tabcellsep 40-less than 50\tabcellsep 84\tabcellsep 31.7\\
\tabcellsep 50 years and more\tabcellsep 53\tabcellsep 20.0\\
Educational level\tabcellsep Diploma\tabcellsep 65\tabcellsep 24.50\\
\tabcellsep Bachelor\tabcellsep 163\tabcellsep 61.50\\
\tabcellsep Post graduate\tabcellsep 37\tabcellsep 14.00\\
Job position\tabcellsep Manager\tabcellsep 56\tabcellsep 21.1\\
\tabcellsep Head of department\tabcellsep 43\tabcellsep 16.2\\
\tabcellsep Employee\tabcellsep 166\tabcellsep 62.7\end{longtable} \par
 
\caption{\label{tab_4}Table 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{3} \par 
\begin{longtable}{P{0.36378600823045265\textwidth}P{0.18888888888888888\textwidth}P{0.09794238683127572\textwidth}P{0.06995884773662552\textwidth}P{0.06995884773662552\textwidth}P{0.059465020576131684\textwidth}}
Construct and item\tabcellsep \multicolumn{2}{l}{Communalities 0 B Loadings}\tabcellsep Eigenvalue\tabcellsep Variance\tabcellsep Reliability\\
Human resources planning (HRP)\tabcellsep \tabcellsep \tabcellsep 3.689\tabcellsep 69.354\tabcellsep .84\\
HRP1\tabcellsep .635\tabcellsep .692\tabcellsep \tabcellsep \\
HRP2\tabcellsep .723\tabcellsep .749\tabcellsep \tabcellsep \\
HRP3\tabcellsep .687\tabcellsep .702\tabcellsep \tabcellsep \\
HRP4\tabcellsep .597\tabcellsep .643\tabcellsep \tabcellsep \\
HRP5\tabcellsep .697\tabcellsep .712\tabcellsep \tabcellsep \\
Selection and appointment (SA)\tabcellsep \tabcellsep \tabcellsep 4.023\tabcellsep 73.215\tabcellsep .85\\
SA1\tabcellsep .652\tabcellsep .678\tabcellsep \tabcellsep \\
SA2\tabcellsep .615\tabcellsep .637\tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_5}Table 3 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{4} \par 
\begin{longtable}{P{0.3541666666666667\textwidth}P{0.14166666666666666\textwidth}P{0.16380208333333335\textwidth}P{0.06640625\textwidth}P{0.06197916666666667\textwidth}P{0.06197916666666667\textwidth}}
Construct and item\tabcellsep Loadings\tabcellsep Communalities\tabcellsep Eigenvalue\tabcellsep Variance\tabcellsep Reliability\\
perceived organizational support (POS)\tabcellsep \tabcellsep \tabcellsep 3.628\tabcellsep 69.354\tabcellsep .91\\
POS1\tabcellsep .658\tabcellsep .702\tabcellsep \tabcellsep \tabcellsep \\
POS2\tabcellsep .618\tabcellsep .638\tabcellsep \tabcellsep \tabcellsep \\
POS3\tabcellsep .639\tabcellsep .674\tabcellsep \tabcellsep \tabcellsep \\
POS4\tabcellsep .614\tabcellsep .627\tabcellsep \tabcellsep \tabcellsep \\
POS5\tabcellsep .637\tabcellsep .663\tabcellsep \tabcellsep \tabcellsep \\
POS6\tabcellsep .644\tabcellsep .686\tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_6}Table 4 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{5} \par 
\begin{longtable}{P{0.43869047619047624\textwidth}P{0.02976190476190476\textwidth}P{0.24107142857142855\textwidth}P{0.06488095238095239\textwidth}P{0.020238095238095236\textwidth}P{0.05535714285714286\textwidth}}
Variables\tabcellsep \multicolumn{2}{l}{Kaiser-Meyer-Olkin Values}\tabcellsep \multicolumn{2}{l}{Bartlett's Test of Sphericity Sig. Approx.Chi-Square}\\
Human Resources planning\tabcellsep .864\tabcellsep \tabcellsep 957.365\tabcellsep .000\\
Selection and appointment\tabcellsep .915\tabcellsep \tabcellsep 1654.321\tabcellsep .000\\
Training and development\tabcellsep .887\tabcellsep \tabcellsep 1234.657\tabcellsep .000\\
Rewards and motivation\tabcellsep .839\tabcellsep \tabcellsep 1203.387\tabcellsep .000\\
Performance appraisal perceived organizational support\tabcellsep .914 .883\tabcellsep \tabcellsep 1462.357 1367.284\tabcellsep .000 .000\tabcellsep 2017\\
\multicolumn{2}{l}{e) Descriptive statistics analysis Table (6) indicates that employees of public}\tabcellsep \multicolumn{3}{l}{appraisal (M = 3.62, SD=.947), Rewards and motivation (M = 3.58, SD=.638), and Training and}\tabcellsep Year\\
\multicolumn{2}{l}{universities in Jordan evaluate Human Resources}\tabcellsep \multicolumn{3}{l}{development (with the lowest mean scores M = 3.07,}\\
\multicolumn{2}{l}{planning (with the highest mean scores, i.e. M = 3.90, SD=.657) to be the most applied of Strategic Human Resource dimension within their public universities and evident to a considerable extent, followed by Selection and appointment (M= 3.65, SD=.697), Performance Dimension Strategic Human Resource Human Resources planning Selection and appointment Training and development Rewards and motivation}\tabcellsep \multicolumn{3}{l}{SD=.754). With regard to perceived organizational support, employees of public universities in Jordan evaluate perceived organizational support (with the high level, i.e. M = 4.27, SD=.784). Standard deviation Mean .865 3.56 .657 3.90 .697 3.65 .754 3.07 .638 3.58}\tabcellsep Volume XVII Issue I Version I ( ) A\\
\multicolumn{2}{l}{Performance appraisal perceived organizational support}\tabcellsep \tabcellsep 3.62 4.27\tabcellsep .947 .784\tabcellsep Global Journal of Management and Business Research\end{longtable} \par
 
\caption{\label{tab_7}Table 5 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{6} \par 
\begin{longtable}{}
\end{longtable} \par
 
\caption{\label{tab_8}Table 6 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{7} \par 
\begin{longtable}{P{0.8221112696148359\textwidth}P{0.007679505468378506\textwidth}P{0.0048502139800285305\textwidth}P{0.003637660485021398\textwidth}P{0.0016167379933428436\textwidth}P{0.006062767475035664\textwidth}P{0.004041844983357109\textwidth}}
VI.\tabcellsep \multicolumn{5}{l}{Discuss the Results}\\
\multicolumn{6}{l}{-Results related to human resources strategies in}\\
\multicolumn{6}{l}{Jordanian public universities in the north indicate}\\
\multicolumn{6}{l}{that human resources planning got the highest}\\
\multicolumn{6}{l}{average account then comes selection and}\\
\multicolumn{6}{l}{appointment, then performance appraisal, then}\\
\multicolumn{6}{l}{incentives and finally training and development.}\\
Researchers\tabcellsep \tabcellsep \multicolumn{2}{l}{recognize}\tabcellsep that\tabcellsep these\tabcellsep results\\
\multicolumn{6}{l}{correspond with public universities' work because}\\
\multicolumn{6}{l}{they take enough time for recruitment process. After}\\
\multicolumn{6}{l}{explaining and analyzing data that's related to}\\
\multicolumn{6}{l}{researchers' answer, the study is summarized as}\\
\multicolumn{6}{l}{results can be taken as human resources' strategies}\\
practices.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\multicolumn{6}{l}{-Selection and appointment as human resources}\\
\multicolumn{6}{l}{strategy's at public universities results, showed that}\\
\multicolumn{6}{l}{all neutral procedures of selection and recruitment}\\
\multicolumn{6}{l}{processes related to the university and avoiding}\\
\multicolumn{6}{l}{nepotism in selection processes, also arranging}\\
\multicolumn{2}{l}{appointments}\tabcellsep for\tabcellsep \multicolumn{2}{l}{selection}\tabcellsep interviews\tabcellsep are\\
\multicolumn{6}{l}{qualifications basis for recruitment. Procedures}\\
\multicolumn{6}{l}{which reflect selection and recruitment of human}\\
\multicolumn{6}{l}{resources at public universities on average are:}\\
\multicolumn{6}{l}{procedures related to selecting distinguished}\\
\multicolumn{6}{l}{human resources, assessment procedures which}\\
\multicolumn{6}{l}{occur before selection process, Universities}\\
\multicolumn{6}{l}{awareness of applicants' abilities before selection}\\
\multicolumn{6}{l}{and recruitment, and the ability of the university to}\\
\multicolumn{6}{l}{choose multi-qualified individuals and finally the}\\
\multicolumn{6}{l}{diversity of ages of selected people.}\\
\multicolumn{6}{l}{-The strategy of training and development of human}\\
\multicolumn{6}{l}{resources at Jordanian public universities in north}\\
\multicolumn{6}{l}{territory results in moderate degree corresponded}\\
\multicolumn{6}{l}{with other studies' results (Al-Qadi, 2012; Al-}\\
\multicolumn{6}{l}{Ksasbeh, 2010) therefore, averages results are}\\
\multicolumn{6}{l}{moderate. Procedures which highly reflect training}\\
\multicolumn{6}{l}{and development human resources at public}\\
\multicolumn{6}{l}{universities are: procedures related to training}\\
\multicolumn{6}{l}{needs for workers at Jordanian public universities.}\\
\multicolumn{6}{l}{-Results of rewards and incentives strategies of}\\
\multicolumn{6}{l}{human resources in Jordanian public universities}\\
\multicolumn{6}{l}{with high degree showed procedures related to}\\
\multicolumn{6}{l}{providing fair wages according to workers efforts}\\
\multicolumn{6}{l}{and promotion opportunities at Jordanian public}\\
\multicolumn{6}{l}{universities. However, procedures which reflect}\\
\multicolumn{6}{l}{rewards and incentives of human resources at}\end{longtable} \par
 
\caption{\label{tab_9}Table 7 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.85\textwidth}}
Year\\
Volume XVII Issue I Version I\\
( ) A\\
Global Journal of Management and Business Research\end{longtable} \par
 
\caption{\label{tab_11}}\end{figure}
 			\footnote{A 2017 © 2017 Global Journals Inc. (US) 1} 			\footnote{© 2017 Global Journals Inc. (US)} 			\footnote{© 2017 Global Journals Inc. (US) 1} 		 		\backmatter  			 
\subsection[{Human resources planning perceived organizational support}]{Human resources planning perceived organizational support} 
\subsection[{Selection and appointment}]{Selection and appointment}\par
Training and development 
\subsection[{Rewards and motivation}]{Rewards and motivation} 
\subsection[{Performance appraisal}]{Performance appraisal} 
\subsection[{Global Journal of Management and Business Research}]{Global Journal of Management and Business Research}\par
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\end{document}
