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\title{Impact of Human Resources Strategies on the Total Quality Management in Jordanian Private Hospitals}
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             \author[1]{Dr. Hayel Falah  Alserhan}

             \affil[1]{  Al-Bayt University, Jordan}

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\date{\small \em Received: 8 December 2016 Accepted: 31 December 2016 Published: 15 January 2017}

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\begin{abstract}
        


The aims of this study is to investigate the dimensions of human resources strategies (selection and appointment, training, incentives and performance evaluation) and its impact on the total quality management (customer focus, continuous improvement, commitment of senior management and decision making based on facts and employee participation) in the Jordanian private hospitals. the study samples was (10) hospitals out of (59) hospital, so questionnaire was designed to investigate the theoretical framework of the independent variable which is (human resources) and its relation with the dependant variable which is (the management of total quality). It has been distributed (15) questionnaires to each hospital of the study samples, were (130) recovered, while (10) were excluded because they were not valid. Where the number of study samples became (120). The hypotheses were tested based on the statistical analysis program. The study shows that there is a statistical significant relation between the human resources strategies and the implementation of the total quality in the Jordanian private hospital. In addition the study shows that the incentives strategy is the most influential human resources strategies on the total quality management.

\end{abstract}


\keywords{human resources strategies, total quality management.}

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\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
ompanies are trying to exploit all their strategies to achieve competitive advantage that enables them to continue in the labor market. Human element is one of the most important resources because it is the basis to achieve its goals and the success of its plans and thus achieve the competitive advantage. Therefore the organizations are seeking to take care of them, train them and evaluate their performance. Hospitals are one of those organizations.\par
In this study we are going to shed the light on the Jordanian privet hospitals as one of the organization that depends on human resources as a key to its success and development. Therefore it was necessary to provide it by a high qualified and trained human resources, especially after Jordan became one of the health destinations for patients from different countries in the world. so it focus on how to develop its intellectual capital through the adoption of human resources strategies in order to achieve competitive advantage Author: Al-Bayt University, Jordan Department of Business Administration. e-mail: hayel.srhan@yahoo.com over its competitors whether it is at the level of quality of health services or creativity and innovation and other strategies that achieve the standards of total quality. 
\section[{a) Problems of the study}]{a) Problems of the study}\par
Despite the importance of human resources and their role in planning, and implementing and achieving the objectives of the organization, there is still some shortcoming in applying the strategies of total quality. Therefore this research has been prepared to answer the following main question: What is the impact of human resources strategies on the total quality management in Jordanian private hospitals? This question is divided into the following sub-questions: What is the extant of applying the human resources strategies in the Jordanian private hospitals? What is the extent of applying the total quality management in the Jordanian private hospitals? b) Importance of the stud y -The necessity of integration between human resources strategies and the total quality of management.\par
-The total quality management cannot be applied unless qualified human resources are available -Adopt the strategies of the total quality management as a way to achieve the competitive advantage. -The awareness of senior management of the Jordanian private hospitals the importance of the total quality of management role. -Focus on the importance of human resources in every organization seeking for achieving the total quality management. 
\section[{c) Aims of the study}]{c) Aims of the study}\par
The aims of this research are to study the impact of human resources strategies and the total quality management and the relation between them to achieve the following objectives: 1. Explain the importance of the role of human resources in demonstrating the skills and efficiency of the private hospitals staff to be more adaptable. 2. Explain the extent to which hospitals administrations apply the principles of the total quality management 3. Identify human resources strategies that applied in private hospitals\par
Abstract-The aims of this study is to investigate the dimensions of human resources strategies (selection and appointment, training, incentives and performance evaluation ) and its impact on the total quality management (customer focus, continuous improvement, commitment of senior management and decision making based on facts and employee participation) in the Jordanian private hospitals . the study samples was \hyperref[b9]{(10)} hospitals out of (59) hospital, so questionnaire was designed to investigate the theoretical framework of the independent variable which is (human resources) and its relation with the dependant variable which is (the management of total quality). It has been distributed \hyperref[b14]{(15)} questionnaires to each hospital of the study samples, were (130) recovered, while \hyperref[b9]{(10)} were excluded because they were not valid. Where the number of study samples became (120). The hypotheses were tested based on the statistical analysis program. The study shows that there is a statistical significant relation between the human resources strategies and the implementation of the total quality in the Jordanian private hospital. In addition the study shows that the incentives strategy is the most influential human resources strategies on the total quality management.\par
4. Analyzing and evaluating the policies of human resources management in the Jordanian private hospitals in order to support and develop it. 
\section[{d) Hypothesis of the study}]{d) Hypothesis of the study}\par
Based on the study questions and problem, the researcher was able to formulate the following hypotheses:\par
The main hypotheses: "There is a statistical significant impact of human resources strategies (selection and appointment, training, incentives and performance evaluation on the total quality management (customer focus, continuous improvement, commitment of senior management and make decision based on facts and employee participation) in the Jordanian private hospitals at the level (? ? 0.05)". it's divided into the following hypothesis : 1. There is a statistical significant effect at the level (? ? 0.05) of the human resources strategies on customer focus as one of the total quality management principles. 2. There is a statistical significant effect at the level (? ? 0.05) of the human resources strategies on continuous improvement as one of the total quality management principles. 3. There is a statistical significant effect at the level (? ? 0.05) of the human resources strategies on commitment of senior management as one of the total quality management principles. 4. There is a statistical significant effect at the level (? ? 0.05) of the human resources strategies on decision making based on facts as one of the total quality management principles. 5. There is a statistical significant effect at the level (? ? 0.05) of the human resources strategies on employee participation as one of the total quality management principles.\par
II. 
\section[{Methodology Of The Study}]{Methodology Of The Study}\par
The research relies on two methods; the first is theoretical study; by using descriptive analytical method to describe and evaluate the impact of human resources strategies on the total quality management practices in the Jordanian private hospitals by relying on what is stated in the administrative literature on the subject of study in addition to what is on the internet. The second method is the field study; through the preparation of survey lists to collect data, in addition to rely on previous studies. First: previous studies in the field of studies. 
\section[{Rana Alkhateb, 2003 study}]{Rana Alkhateb, 2003 study}\par
This study aims to investigate the impact of quality constants in enhancing the requirements of the total quality management. The study was conducted on the main cement company in Iraq. Where the information was obtained by distributing a questionnaires to 100 employees in the company. the study conclude a set of conclusions such as ; there is an effect of the constant of quality in applying the requirements of the total quality management in the main cement company in Iraq. 
\section[{Ayedh, 2013 study}]{Ayedh, 2013 study}\par
This study aims to investigate the relation between the role of the management in Jordan university of science and technology hospital in supporting the implementation of the total quality management and the level of applying total quality management , in addition the study shows that there is a difference of statistical significance in the employees' answers about the level of the management in Jordan university of science and technology hospital in applying the total quality management attributed to the personal and functional variables. the population of the study consist of Jordan university of science and technology hospital staff. the study relies on descriptive analytical method, where the information was obtained by distributing a questionnaires on the employees in Jordan university of science and technology hospital. the study conclude that there is a strong relation between the role of the management in Jordan university of science and technology hospital in supporting the implementation of the total quality management and the level of applying total quality management in the hospital. 
\section[{Bani Mustafa, 2012 study}]{Bani Mustafa, 2012 study}\par
This study aims to investigate the impact of total quality management on the efficient academic performance in Saudi universities by applying the principles of the total quality management in Majmaah University, where questionnaires were distributed to (100) employees. The study concludes a set of conclusions:\par
there is a positive effect of applying the principles of the total quality management on the efficient academic performance in Saudi universities there is a positive effect of applying the requirements of the total quality management on the efficient academic performance in Saudi universities -There is a positive effect on following up the educational process on the efficient academic performance in Saudi universities. 
\section[{-Albasheer 2012 study}]{-Albasheer 2012 study}\par
This study aims to investigate the role of human resources management in achieving the production in the sugar sector in Sudan, in addition to its impact on the employee's efficiency. The study concludes a set of conclusions:\par
-Job satisfaction of employees leads to increased productivity. -The institutions that seeking for success must focus on human resources development.\par
-Human resources management has become a key element in the organizations. 
\section[{Al-Otaibi, 2010 study}]{Al-Otaibi, 2010 study}\par
This study aims to investigate the impact of applying the total quality management on the performance of human resources management in the Kuwait National Guard based on age and grade. The study samples consisted of (75) employees in human resources management in the National Guard. The study concludes a set of conclusions:\par
-The level of applying the leadership standard and the employee's efficiency in the human resources management in the Kuwait National Guard was high.\par
-While the level standard of applying of beneficiary satisfaction and improve service quality in the human resources management in the Kuwait National Guard was within the average.\par
Second: conceptual framework for human resources strategy. Concept of human resources strategies Strategy concept.\par
A detailed description of the organization's internal environment that determines its functional performance and organizational structure. (Kadem, 2011).\par
It's as (Al-Nadawi, 2009) said it's a set of methods used by the organization in order to achieve its goals. 
\section[{Human resources management strategies}]{Human resources management strategies}\par
It is a set of policies and practices that work to optimize the use of human resources, Or as  {\ref (Armstrong ,2009,115}) defined it as the company department charged with finding and training job applicants, as well as administering employeebenefit programs. As companies reorganize to gain competitive edge. Human resources play a key role in helping companies deal with a fast-changing environment and the greater demand for quality employees. Characteristics of human resources management 1. Diversity is one of the most important elements of the human resources management. 2. It is an integrated and coherent system that contains group of related and interrelated activities. defines the total quality management as" to manage the organization in order to achieve excellence in all aspects of the business by providing the customer with the necessary services and goods.\par
Based on the previous concepts of quality; the researcher defines the total quality as: the ability of the organization to adapt with its environment whether internally or externally, and to try to meet the satisfaction of its customers without mistakes by using and developing the quality supporter systems. Practices of total quality: Although researchers agreed on the concept of total quality, but they did not agree on its principles. So in this research we will discuss the main principles: 1. Continuous improvement It is an ongoing effort to improve products, services, or internal and external processes. These efforts can seek "incremental" improvement over time.  {\ref (Psychotics, 2007;} {\ref 46)}  
\section[{Customer focus}]{Customer focus}\par
The orientation of an organization toward serving its clients' needs. Having a customer focus is usually a strong contributor to the overall success of a business and involves ensuring that all aspects of the company put its customers' satisfaction first. Also, having a customer focus usually includes maintaining an effective customer relations and service program. (Muhsen \& Al-najar, 2012, 564). 
\section[{Commitment of senior management}]{Commitment of senior management}\par
Direct participation by the senior management is important aspect in the organization for many reasons for example: (2) Formulating and establishing quality policies and objectives, (3) providing resources and training, (4) overseeing implementation at all levels of the organization, and (5) evaluating and revising the policy in light of results achieved. (Al-sa'ati \& Masari, 2015). 
\section[{Employee participation}]{Employee participation}\par
Employee participation is the process whereby employees are involved in decision making processes, rather than simply acting on orders. Employee participation is part of a process of empowerment in the workplace \hyperref[b33]{(Stevenson, 2009}; Al-Hawary et.al, 2013). 
\section[{Decision making based on facts}]{Decision making based on facts}\par
Relies on the resources that can provide the employees about the facts and information that can be helped to communicate to al parties. Fourth: field study III. 
\section[{Research Population}]{Research Population}\par
Study population consist of all Jordanian private hospitals. 
\section[{a) Sample of the study}]{a) Sample of the study}\par
The study was conducted on (10) hospitals based on bed count as it shoes in table (1) by using the (SPSS) statistics, it has been distributed \hyperref[b14]{(15)} questionnaires for each hospital thus, the study sample consisted of (150) individuals, while (130) were retrieved or (\%86,7) this ratio is considered good after counting, \hyperref[b9]{(10)}questionnaires were excluded because they were not valid for analysis because were not completed. Thus, the number of questionnaires analyzed (120) by (\%80). Table \hyperref[b0]{(1)} shows the distributed, retrieved and valid questionnaires for analysis compared to the distributed questionnaires.  
\section[{b) Tools of the study}]{b) Tools of the study}\par
The researcher relied on questionnaire as a data collection tool, where the tool was developed to measure the impact of human resources strategies (selection and appointment, training, incentives and performance evaluation) on the total quality management (customer focus, continuous improvement, commitment of senior management and decision making based on facts and employee participation) in the Jordanian private hospitals.\par
The researcher asked a group of experts and academics to study the questionnaire and to give their comments and suggestions thereon.  Table  {\ref (}3) shows the findings of the research sample, where it is noted that the majority of the study sample are male(\%58,3). While the employee in the Jordanian privet hospitals aged between (40-more than 50) or (\%34.1-\%31.6) that's because privet hospitals chose those who have completed retirement in the government hospitals. as for years of experience, we can note that the employee in Jordanian private hospitals are aged between (12 years and more than 18 years) or (\%45.8-\%29.1). while the career statues where it is noted that the majority of the study sample are whom they occupy the position of head department (\%42.5) the it followed by whom occupy Department head ((\%42.5). while who occupy the director position was (\%8.3). The study tools divided into three parts|: the first: includes personal data such as ((gender, academic qualification and occupation). the second: includes strategies of human resources management; selection and appointment strategy from (1-5) incentives strategy from (6-10) training strategy from \hyperref[b10]{(11)}\hyperref[b11]{(12)}\hyperref[b12]{(13)}\hyperref[b13]{(14)}\hyperref[b14]{(15)} performance evaluation from \hyperref[b15]{(16)}\hyperref[b16]{(17)}\hyperref[b17]{(18)}\hyperref[b18]{(19)}\hyperref[b19]{(20)}. third : includes the total quality management practices; employee participation from (21-25) customer focus from (26-30) continuous improvement (31-35) commitment of senior management (36-40) decision making based on facts (41-45). Each paragraph has five choices according to fifth likert scale starting from (1) strongly disagree until (5) totally agree. It has been used Cronbach's alpha Coefficient to determine the stability of research variables as shown in table \hyperref[b1]{(2)}. 
\section[{Global Journal of Management and Business Research}]{Global Journal of Management and Business Research}\par
Where the study showed that the full scale e of the study tool has a high degree of stability amounted to (0.923), while the management of human resources strategies scale have high degree of stability (0.907), and the selection and appointment strategy (0.912), while incentives strategy (0.915). training strategy (0.910). performance evaluation strategy (0.914) has high degree of stability. While the total quality scale also has a high degree of stability (0.917), where the principles of the total quality were as follows: employee participation (0.918), continuous improvement (0.930), decision making based on facts (0.927) as is showed that all of them has a high degree of stability. Analyzing The Study Questions   hospitals are interested in performance evaluation strategy thus; applying the total quality principles. 6. While the average of commitment of senior management (3.72), and standard deviation was (0.58) and high level. 7. The average of employee participation was  {\ref (3.66)} and standard deviation was (0.81) and high level. Third: Test hypotheses The main hypothesis: " there is a statistically significant impact of the human recourses strategies (selection and appointment, training, incentives and performance evaluation) on the total quality management (customer focus, continuous improvement, commitment of senior management and decision making based on facts and employee participation) in the Jordanian private hospitals at the level of significance (0.05 ? ?)". Source: statistical analysis results. 
\section[{c) Findings of the study}]{c) Findings of the study}\par
Table \hyperref[b5]{(6)} shows the results of simple regression analysis of human recourses strategies as an independent variable and its impact on the total quality principles as a dependent variable. As we notice that (F) value=(50.092) at the significance level (0.05)this means that there is a statistically significant impact of applying the human recourses strategies on the total quality the table also shows that selection and appointment is the most effective strategy in applying the total quality where it was (?=0.124 \& T=2.63), as for the strategy of training was (?=0.565 \& T=2.905), while performance evaluation strategy (?=0813 \& T=2.63), and incentives strategy (?=1.228\& T=2.016) at the significance level (0.05). accordingly, the first main hypothesis is accepted " there is a statistically significant impact on the human recourses strategies (selection and appointment, training, incentives and performance evaluation) on the total quality principals (customer focus, continuous improvement, commitment of senior management and decision making based on facts and employee participation) in the Jordanian private hospitals at the level of significance (0.05 ? ?)"\par
a) The first sup-hypothesis "there is a significance level at the level(0.05 ? ?) for applying the human recourses strategies as for customer focus principle" Table \hyperref[b6]{(7)} shows that applying human recourses strategies in the Jordanian private hospitals are having a positive impact on customer focus principle, where (F) value was (65.176) at the significance level (0.000). while (?=1.005 \& T=6.066). Accordingly, the first sup-hypothesis is accepted which indicates that " there is a significance level at the level(0.05 ? ?) for applying the human recourses strategies as for customer focus principle in the Jordanian private hospitals". Source: statistical analysis results.\par
Table \hyperref[b7]{(8)} shows that applying human recourses strategies in the Jordanian private hospitals are having a positive impact on continuous improvement, where (F) value was  {\ref (27.177}) at the significance level (0.05) while (?=1.111 \& T=5.133). Accordingly, the second sup-hypothesis is accepted which indicates that "there is a significance level at the level (0.05 ? ?) for applying the human recourses strategies as for continuous improvement principle in the Jordanian private hospitals" c) The third sup-hypothesis " there is a significance effect at the level(0.05 ? ?) of the human recourses strategies on the commitment of senior management" Source: statistical analysis results.\par
Table \hyperref[b8]{(9)} shows that applying human recourses strategies in the Jordanian private hospitals are having a positive impact on commitment of senior management principle, where (F) value was (6.455) at the significance level (0.05) while (?=0.188 \& T=2.318). Accordingly, the third sup-hypothesis is accepted which indicates that "there is a significance level at the level(0.05 ? ?) for applying the human recourses strategies as for commitment of senior management principle in the Jordanian private hospitals".\par
d) The fourth sup-hypothesis "there is a significance effect at the level(0.05 ? ?) of the human recourses strategies on the decision making Table \hyperref[b9]{(10)} shows that applying human recourses strategies in the Jordanian private hospitals are having a positive impact on decision making based on facts, where (F)value was  {\ref (10.388}) at the significance level (0.05) while (?=0.887 \& T=7.322). Accordingly, the fourth sup-hypothesis is accepted which indicates that "there is a significance level at the level(0.05 ? ?) for applying the human recourses strategies as for decision making based on facts principle in the Jordanian private hospitals" Table \hyperref[b10]{(11)} shows that applying human recourses strategies in the Jordanian private hospitals are having a positive impact on employee participation principle, where (F) value was  {\ref (16.423}) at the significance level (0.05). While (?=1.865 \& T=2.887).\par
Accordingly, the fifth sup-hypothesis is accepted which indicates that "there is a significance level at the level (0.05 ? ?) for applying the human recourses strategies as for employee participation principle in the Jordanian private hospitals". Source: statistical analysis results.\par
Table \hyperref[b11]{(12)} shows the results of multiple regression analysis of human recourses strategies on the human recourses strategies (selection and appointment, training, incentives and performance evaluation) on the total quality principals (customer focus, continuous improvement, commitment of senior management and decision making based on facts and employee participation). The table mentioned that incentives strategy was coming in the first place where (R2) values was (\%0.712) while (F) value was (109.756) which is more the significance level (0.05). Then it followed by the strategy of selection and appointment where (F) value was (88.125) which are more the significance level (0.05). Lastly it followed by training and performance evaluation.\par
V. 
\section[{Findings of the Study}]{Findings of the Study}\par
1. The study showed that there is a high level of applying the management of human resources strategies, with average (3.78) and standard deviation (0.72). 2. The study indicates that level of applying the total quality management was (3.69) and standard deviation (0.82). 3. The study showed that there is a statistically significant impact on the human recourses strategies on the total quality principals (customer focus, continuous improvement, commitment of senior management and decision making based on facts and employee participation) 4. The study found that the incentive strategy is the most influential variables, then it followed by selection and appointment and training. 5. The strategy of "customer focus" is the most important strategy.\par
VI. 
\section[{Recommendations}]{Recommendations}\par
1. Jordanian private hospitals must realize the importance of applying the total quality and developed it. 2. The need to train the employees because its is the most important element in the strategy of the human resources management to keep pace with everything new and thus to continues improvement 3. Focus on the customer as the key to the success of hospitals. 4. Encourage employees to work in a team and close the gap between them and the higher management  \begin{figure}[htbp]
\noindent\textbf{1} \par 
\begin{longtable}{P{0.053530534351145034\textwidth}P{0.1946564885496183\textwidth}P{0.12814885496183206\textwidth}P{0.053530534351145034\textwidth}P{0.07786259541984733\textwidth}P{0.08435114503816793\textwidth}P{0.08921755725190839\textwidth}P{0.07299618320610687\textwidth}P{0.095706106870229\textwidth}}
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{Retrieved}\tabcellsep Valid\tabcellsep \\
\multicolumn{2}{l}{Number Hospital's}\tabcellsep \multicolumn{2}{l}{Governorate Bed count}\tabcellsep Distributed\tabcellsep \multicolumn{2}{l}{Questionnaires}\tabcellsep \multicolumn{2}{l}{Questionnaires}\\
\tabcellsep name\tabcellsep \tabcellsep \tabcellsep Questionnaires\tabcellsep Number\tabcellsep \%\tabcellsep Number\tabcellsep \%\\
1\tabcellsep Jordan\tabcellsep Amman\tabcellsep 247\tabcellsep 15\tabcellsep 12\tabcellsep 80\%\tabcellsep 11\tabcellsep 91,7\%\\
2\tabcellsep Islamic\tabcellsep Amman\tabcellsep 272\tabcellsep 15\tabcellsep 13\tabcellsep 86,6\%\tabcellsep 11\tabcellsep 84,6\%\\
3\tabcellsep specialty\tabcellsep Amman\tabcellsep 200\tabcellsep 15\tabcellsep 11\tabcellsep 73,3\%\tabcellsep 11\tabcellsep 100\%\\
4\tabcellsep Istiklal\tabcellsep Amman\tabcellsep 200\tabcellsep 15\tabcellsep 14\tabcellsep 93,3\%\tabcellsep 12\tabcellsep 85,7\%\\
5\tabcellsep Ibn Al Haitham\tabcellsep Amman\tabcellsep 200\tabcellsep 15\tabcellsep 14\tabcellsep 93,3\%\tabcellsep 14\tabcellsep 100\%\\
6\tabcellsep Ib Al Nafis\tabcellsep Irbid\tabcellsep 103\tabcellsep 15\tabcellsep 12\tabcellsep 80\%\tabcellsep 10\tabcellsep 83,3\%\\
7\tabcellsep Irbid specialized\tabcellsep Irbid\tabcellsep 108\tabcellsep 15\tabcellsep 15\tabcellsep 100\%\tabcellsep 13\tabcellsep 86,7\%\\
8\tabcellsep Al Rahbat Wardiah\tabcellsep Irbid\tabcellsep 87\tabcellsep 15\tabcellsep 13\tabcellsep 86,6\%\tabcellsep 12\tabcellsep 92,3\%\\
9\tabcellsep Jabal Al zaitoon\tabcellsep AL-zarqa'\tabcellsep 123\tabcellsep 15\tabcellsep 12\tabcellsep 80\%\tabcellsep 12\tabcellsep 100\%\\
10\tabcellsep Al Rashid\tabcellsep Al-Balqa'\tabcellsep 120\tabcellsep 15\tabcellsep 14\tabcellsep 93,3\%\tabcellsep 13\tabcellsep 92,9\%\\
total\tabcellsep 10\tabcellsep \tabcellsep 1660\tabcellsep 150\tabcellsep 130\tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
  {\small\itshape [Note: Source: preparing the by researcher based on the annual statistical report of the Jordanian ministry of health.]} 
\caption{\label{tab_1}Table 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2} \par 
\begin{longtable}{P{0.43700564971751416\textwidth}P{0.12005649717514125\textwidth}P{0.2929378531073446\textwidth}}
Variable\tabcellsep Number of Paragraphs\tabcellsep Coefficient of Stability Cronbach's Alpha\\
Strategies of Human Resources Management\tabcellsep 20\tabcellsep 0.907\\
Selection and Appointment\tabcellsep 5\tabcellsep 0.912\\
Training\tabcellsep 5\tabcellsep 0.915\\
Incentives\tabcellsep 5\tabcellsep 0.910\end{longtable} \par
 
\caption{\label{tab_2}Table 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{3} \par 
\begin{longtable}{P{0.08298816568047337\textwidth}P{0.4878698224852071\textwidth}P{0.08801775147928995\textwidth}P{0.19112426035502958\textwidth}}
\tabcellsep Variable\tabcellsep Frequency\tabcellsep \%\\
Gender\tabcellsep Male\tabcellsep 70\tabcellsep \%58.3\\
\tabcellsep Female\tabcellsep 50\tabcellsep \%41.6\\
\tabcellsep 20-29\tabcellsep 12\tabcellsep \%10\\
Age\tabcellsep 30-39\tabcellsep 29\tabcellsep \%24.1\\
\tabcellsep 40-49\tabcellsep 41\tabcellsep \%34.1\\
\tabcellsep More than 50\tabcellsep 38\tabcellsep \%31.6\\
\tabcellsep Less than 5 years\tabcellsep 11\tabcellsep \%9.1\\
Experience\tabcellsep 6-11\tabcellsep 19\tabcellsep \%15.8\\
\tabcellsep 12-17\tabcellsep 55\tabcellsep \%45.8\\
\tabcellsep More than 18\tabcellsep 35\tabcellsep \%29.1\\
\tabcellsep Director\tabcellsep 10\tabcellsep \%8.3\\
Career statues\tabcellsep Department head\tabcellsep 51\tabcellsep \%42.5\\
\tabcellsep Head of the department\tabcellsep 59\tabcellsep \%49.1\\
\tabcellsep \multicolumn{3}{l}{Source: preparing the by researcher based on the analysis results.}\end{longtable} \par
 
\caption{\label{tab_3}Table 3 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.627927927927928\textwidth}P{0.0076576576576576575\textwidth}P{0.022972972972972974\textwidth}P{0.038288288288288286\textwidth}P{0.15315315315315314\textwidth}}
\multicolumn{2}{l}{Performance Evaluation IV.}\tabcellsep \tabcellsep 5\tabcellsep 0.914\\
\multicolumn{2}{l}{Total Quality Management}\tabcellsep \tabcellsep 25\tabcellsep 0.917\\
\multicolumn{2}{l}{Employee Participation}\tabcellsep \tabcellsep 5\tabcellsep 0.918\\
Customer Focus\tabcellsep \tabcellsep \tabcellsep 5\tabcellsep 0.925\\
\multicolumn{2}{l}{Continuous Improvement}\tabcellsep \tabcellsep 5\tabcellsep 0.930\\
Commitment Management\tabcellsep of\tabcellsep Senior\tabcellsep 5\tabcellsep 0.930\\
\multicolumn{3}{l}{Decision Making Based on Facts}\tabcellsep 5\tabcellsep 0.927\\
Total\tabcellsep \tabcellsep \tabcellsep 45\tabcellsep 0.923\end{longtable} \par
 
\caption{\label{tab_4}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{4} \par 
\begin{longtable}{}
\end{longtable} \par
 
\caption{\label{tab_5}Table 4 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{5} \par 
\begin{longtable}{P{0.46403812824956664\textwidth}P{0.3859618717504333\textwidth}}
1. Table (4) shows that the average of the main\tabcellsep (0.61) and high level which indicates that the\\
independent variable of human resources\tabcellsep hospital are interested in the strategy of selection\\
management was (3.78) which is more than default\tabcellsep and appointment.\\
average which was (3) and standard deviation\tabcellsep 4. The average of incentives strategy was (3.77) and\\
(0.72) and high level. Which indicates the availability\tabcellsep standard deviation was (0.57) and high level which\\
of the strategies of the human resources\tabcellsep indicates that the hospital interest in the incentives\\
management in the Jordanian private hospitals.\tabcellsep strategy.\\
2. As for Training strategy has achieved the highest\tabcellsep 5. The average of performance evaluation strategy was\\
average which was (3.89) with standard deviation\tabcellsep (3.68) standard deviation was (0.89) and high level\\
was (0.83) and high level which means that the\tabcellsep which means that the Jordanian private hospitals\\
Jordanian private hospitals are applying the total\tabcellsep are interested in performance evaluation strategy\\
quality principles.\tabcellsep thus; applying the total quality principles.\\
3. While the average of selection and appointment\tabcellsep \\
strategy was (3.79) with standard deviation was\tabcellsep \end{longtable} \par
  {\small\itshape [Note: b) What is the extent of applying the total quality management in the Jordanian private hospitals?Source: preparing the by researcher based on the analysis results.]} 
\caption{\label{tab_6}Table 5 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.047979797979797977\textwidth}P{0.44040404040404035\textwidth}P{0.013636363636363637\textwidth}P{0.3333333333333333\textwidth}P{0.014646464646464645\textwidth}}
\tabcellsep Variable\tabcellsep Average\tabcellsep Standard Deviation\tabcellsep The Level\\
\tabcellsep Selection and Appointment Strategy\tabcellsep 3.79\tabcellsep 0.61\tabcellsep High\\
\tabcellsep Incentives Strategy\tabcellsep 3.77\tabcellsep 0.57\tabcellsep High\\
\tabcellsep Training Strategy\tabcellsep 3.89\tabcellsep 0.83\tabcellsep High\\
\tabcellsep Performance Evaluation\tabcellsep 3.68\tabcellsep 0.89\tabcellsep High\\
Year 2017\tabcellsep Total of Human Resources Strategies\tabcellsep 3.78\tabcellsep 0.27\tabcellsep High\\
80\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
Volume XVII Issue V Version I\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
( ) A\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
Global Journal of Management and Business Research\tabcellsep \multicolumn{2}{l}{1. Table (5) shows that the average of the main independent variable of the total quality was (3.69) which is more than default average which was (3) and standard deviation (0.82) and high level. Which Variable Average Customer Focus 3.96 Continuous Improvement 3.84 Decision Making Based on Facts 3.78 Commitment of Senior Management 3.72 Employee Participation 3.66 Total of quality 3.69}\tabcellsep \multicolumn{2}{l}{3. While the average of continuous improvement was (3.84) with standard deviation was (0.73) and high level which indicates that the hospital are interested in developing is services continuously. Standard Deviation The Level 0.97 High 0.73 High 0.88 High 0.58 High 0.81 High 0.82 High}\\
\tabcellsep \multicolumn{2}{l}{indicates that the Jordanian private hospitals are}\tabcellsep \multicolumn{2}{l}{4. The average of decision making based on facts was}\\
\tabcellsep applying the principles of total quality.\tabcellsep \tabcellsep \multicolumn{2}{l}{(3.78) and standard deviation was (0.88) and high}\\
\tabcellsep \multicolumn{2}{l}{2. As for customer focus principle has achieved the}\tabcellsep \multicolumn{2}{l}{level which indicates that the hospital focusing on}\\
\tabcellsep \multicolumn{2}{l}{highest average which was (3.96) with standard}\tabcellsep \multicolumn{2}{l}{making decisions based on correct data.}\\
\tabcellsep \multicolumn{2}{l}{deviation was (0.97) and high level which means}\tabcellsep \multicolumn{2}{l}{5. The average of performance evaluation strategy was}\\
\tabcellsep \multicolumn{2}{l}{that the Jordanian private hospitals are applying the}\tabcellsep \multicolumn{2}{l}{(3.68) and standard deviation was (0.89) and high}\\
\tabcellsep customer focus principles.\tabcellsep \tabcellsep \multicolumn{2}{l}{level which means that the Jordanian private}\\
\tabcellsep © 2017 Global Journals Inc. (US) 1\tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_7}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{6} \par 
\begin{longtable}{}
\end{longtable} \par
  {\small\itshape [Note: * significance level (0.05 ? ?)]} 
\caption{\label{tab_8}Table 6 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{7} \par 
\begin{longtable}{P{0.85\textwidth}}
* significance level (0.05 ? ?)\\
Source: statistical analysis results.\end{longtable} \par
 
\caption{\label{tab_9}Table 7 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{8} \par 
\begin{longtable}{P{0.85\textwidth}}
2017\\
Year\\
Volume XVII Issue V Version I\\
( ) A\\
Global Journal of Management and Business Research\end{longtable} \par
 
\caption{\label{tab_10}Table 8 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{9} \par 
\begin{longtable}{}
\end{longtable} \par
  {\small\itshape [Note: * significance level (0.05 ? ?)]} 
\caption{\label{tab_11}Table 9 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{10} \par 
\begin{longtable}{}
\end{longtable} \par
  {\small\itshape [Note: * significance level (0.05 ? ?) Source: statistical analysis results.]} 
\caption{\label{tab_12}Table 10 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{11} \par 
\begin{longtable}{P{0.1424408014571949\textwidth}P{0.12076502732240436\textwidth}P{0.11766848816029143\textwidth}P{0.0681238615664845\textwidth}P{0.07122040072859745\textwidth}P{0.1145719489981785\textwidth}P{0.07276867030965392\textwidth}P{0.1424408014571949\textwidth}}
\tabcellsep (T) Value\tabcellsep Significance Level\tabcellsep (?) Value\tabcellsep (F) Value\tabcellsep Significance Level\tabcellsep (R2) Value\tabcellsep Result of Hypothesis\\
\tabcellsep 5.133\tabcellsep *0.000\tabcellsep 1.111\tabcellsep 27.177\tabcellsep *0.000\tabcellsep 0.892\tabcellsep Acceptable\\
2017\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
Year\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
Volume XVII Issue V Version I\tabcellsep (T) Value 2.318\tabcellsep Significance Level *0.000\tabcellsep (?) Value 0.188\tabcellsep (F) Value 6.544\tabcellsep Significance Level *0.000\tabcellsep (R2) Value 0.755\tabcellsep Result of Hypothesis acceptable\\
( ) A\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
Global Journal of Management and Business Research\tabcellsep (T) Value 7.322\tabcellsep " Significance Level *0.000\tabcellsep (?) Value 0.887\tabcellsep (F) Value 10.388\tabcellsep Significance Level *0.000\tabcellsep (R2) Value 0.567\tabcellsep Result of Hypothesis acceptable\\
\tabcellsep © 2017 Global Journals Inc. (US) 1\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_13}Table 11 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{12} \par 
\begin{longtable}{P{0.3911504424778761\textwidth}P{0.09402654867256638\textwidth}P{0.07522123893805309\textwidth}P{0.12411504424778762\textwidth}P{0.07522123893805309\textwidth}P{0.09026548672566372\textwidth}}
Strategies of Human Recourses\tabcellsep \tabcellsep \tabcellsep Total Quality\tabcellsep \tabcellsep \\
Management\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
Selection and Appointment\tabcellsep 88.125\tabcellsep 0.702\tabcellsep 0.655\tabcellsep 7.722\tabcellsep *0.000\\
Incentives\tabcellsep 109.756\tabcellsep 0.712\tabcellsep 0.944\tabcellsep 4.358\tabcellsep *0.000\\
Performance Evaluation\tabcellsep 75.340\tabcellsep 0.694\tabcellsep 0.363\tabcellsep 5.922\tabcellsep *0.002\\
Training\tabcellsep 97.201\tabcellsep 0.643\tabcellsep 0.417\tabcellsep 7.231\tabcellsep *0.004\end{longtable} \par
  {\small\itshape [Note: * significance level (0.05 ? ?)]} 
\caption{\label{tab_14}Table 12 :}\end{figure}
 			\footnote{© 2017 Global Journals Inc. (US)} 			\footnote{© 2017 Global Journals Inc. (US) 1} 		 		\backmatter  			 			 			  				\begin{bibitemlist}{1}
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\end{bibitemlist}
 			 		 	 
\end{document}
