The Impact of Human Resource Strategies on Job Performance: A Field Study in Jordanian Private Universities

Abstract

Human resources are central to organizational success, especially in higher education institutions where competitiveness and efficiency are critical. This study examines the impact of human resource (HR) strategies—including planning, recruitment, training and development, incentives and rewards, and performance evaluation—on job performance in Jordanian private universities. Using a quantitative cross-sectional design, data were collected through a structured questionnaire from 384 employees and analyzed using descriptive and inferential statistics. Results demonstrate that HR strategies have a significant positive effect on job performance, with recruitment, training, compensation, and evaluation emerging as key predictors, while incentives and rewards exerted the strongest influence. Despite these positive relationships, the findings highlight persistent challenges such as limited resources, weak management support, cultural barriers, and resistance to change, which hinder effective HR implementation. Overall, job performance across Jordanian private universities was found to be moderate, reflecting the partial adoption of HR practices. The study concludes that integrated HR strategies are essential for enhancing employee performance and organizational effectiveness, and recommends that university leaders prioritize comprehensive frameworks that align recruitment, professional development, fair compensation, and performance management to strengthen satisfaction, productivity, and institutional growth.