The Relationship between Universities Social Responsibility Internal Strategies and Staff Quality Work Life: An Empirical Study on Al Jinan University in Lebanon

The quality of life at work increases employees’ abilities to practice gained talents to face work challenges. Efficient internal USR practices supporting working conditions, developing new skills, opportunities for advancement, and the opportunity for work-life balance contribute to increasing the quality of work-life QWL. Accordingly, universities are trying to maintain their employees’ quality work-life by leading their human resources managers to implement internal USR practices. Hence, this study aims to examine the relationship between the Internal University Social Responsibility Practices USR as independent variables and the Quality of Work Life (QWL) of Al Jinan university staff as a dependent variable. The results indicate that the work-life balance, training and education, working conditions, human rights, workplace diversity, and job enrichment have a positive significant impact on the quality of work-life; hence to maintain a good quality of work-life for the workforce, universities should implement efficient USR practices internally.

workplace. However, the implementation of these practices remains the major problem in achieving a satisfactory quality work-life QWL for the workforce. Therefore, the major interrogation that will guide this study is: "what is the impact of internal social responsibility practices on the quality of work-life QWL of Al Jinan university staff?

Research Questions
The following are the research questions that will guide this study:

Research Objectives
This project highlights that the major duty of the HRM is to merge economic efficiency with the internal practices of USR. Human resources should integrate and preserve the interest of each stakeholder (Wanat & Stefańska, 2015). Therefore, this project studies the integration of the internal social responsibility USR into multiple HRM practices that affect the different dimensions of the well-being of associates and the quality of work life. For the empirical objective, this project aims to study the relationship between the Internal University Social Responsibility Practices USR, namely Work-Life Balance, Training and Education, Working Conditions, Job Stability, Human Rights, Workplace Diversity, Job Enrichment and the Quality of Work Life (QWL) of Al Jinan university staff. Therefore, the major research objectives guiding this study are the following: 1) To assess the efficiency of internal USR practices at Al Jinan University Lebanon.
2) To evaluate the relationship between internal university social responsibility USR practices counting the work-life balance, training and education, working conditions, job stability, workplace diversity and job enrichment on the quality of work-life of Al Jinan University.
3) To present suitable recommendations for universities according to the empirical studies analysis.

Background of the Study
The topic of work-life quality has been discussed before the deployment of the University Social Responsibility USR (Chan & Hasan, 2018). However, the implementation of this approach has played a supportive role namely when the institute had co-constructed its social responsibility policies with its associates otherwise known as institute staff. Henceforth, education institutes must communicate internally its willingness to develop a USR policy, explain its major purposes, and the reasons for its approach. To launch a consistent USR approach, the institute must listen to their associates' opinions to involve them in their USR strategies and to ensure their support in achieving organizational goals. 23 www.scholink.org/ojs/index.php/rem Research in Economics and Management Vol. 5, No. 4, 2020 Consequently, to advance the USR approach and maintain a good quality of work-life for the workforce, education institutes should implement efficient USR practices internally (Polák-weldon, 2013).

Literature Review
Nowadays, universities need to deliberate innovative human resource management models, with the initial goal of leveraging their performance as well as their competitive position in the market. The human resource management is now considered as a supportive function of the organization that enables the latter to stand from its competitors (Pompper, 2017). According to a recent study conducted by Lockwood in 2003, human resources practices based on innovative policies have changed dramatically in recent years. These policies have focused on the resource dimension that deals with the issue of acquisition, appraisal, conservation, and enrichment of the human capital. Nevertheless, modern institutes are concerned with the quality of employees' life at work. These institutes have recognized that guaranteeing a better work-life quality is crucial to increase productivity and ensuring a competitive advantage (Truxillo, Cadiz, & Hammer, 2015).

Internal University Social Responsibility Practices
As per the study conducted by Plungpongpan in 2016, human resource management as a part of the internal USR strategy has numerous advantages namely the cost reduction related to work problems and employee turnover (Attig & Cleary, 2015). The study has found that a responsible HRM stimulates innovation through employee engagement and contributes to improving employees' productivity.
Responsible human resource management helps to enhance the company image, improve its reputation in society, and facilitate the attraction and recruitment of talented employees. From this perspective, innovative USR outlines raise the question of redefining human resource management into a more socially responsible function (Vázquez et al., 2014 However, failing to achieve this balance may result in increased stress, poor performance, and poor quality of work-life (Abendroth & den Dulk, 2011).

Training and Education
For the proper installation of the USR approach, the university needs to train the employees thoroughly.
Well-implemented training will enable the university staff to achieve higher results. Universities believe in training their workforce by offering them training courses and educational opportunities. The latter is useful to acquire new knowledge and develop their skills (Baral & Bhargava, 2010). However, the training quality does not depend on the sophistication of the transmitted knowledge bur the ability of this training to develop critical behaviors and transmit essential know-how for the job, hence, the training should allow installing a real quality of life at work. Conducting an employee training policy is a long-term investment for the organization to enrich the skills and the know-how of the employees and therefore improving their productivity and adapting associates to market expectations. Training and education are powerful tools that fulfill USR obligations that increase employees' skills and motivate teams by offering adapted career paths (Lyonette, 2015).

Working Conditions
Working conditions refer to both materials and human elements that have a direct influence on employees their daily work routine, it denotes the conditions of safety and hygiene of the institute premises. Working conditions must be grasped and understood by the organization to provide employees with a quality of life at work. With this intention, a healthy working condition is inseparable from the well-being of the workforce and the working environment. Also, employees' expectations in terms of quality of life at work are essential, especially since they spend the greatest part of their life there (Mossholder, Richardson, & Settoon, 2011). A good working condition appears to be the second factor affecting the quality of life at work, just after the interest in the job itself. Employees' expectations regarding both the working conditions and environment focus particularly on two types of factors, the first factor is related to the work content in terms of tasks assigned, the workload and autonomy at work, it is also related to the working environment in terms of safety, and risk prevention.
The second factor is related to the human relationship in terms of team spirit, feedback, recognition for 25 www.scholink.org/ojs/index.php/rem Research in Economics and Management Vol. 5, No. 4, 2020 tasks achieved, and participation in decision-making. It also includes the possibilities of organizing working time regarding personal life objectives (Narehan et al., 2014).

Job Stability
The job security and stability are essential factors that maintain good quality work-life, hob stability is measured by the time spent by an employee with the same employer or organization. Nowadays, employees are looking for a more stable job through unions who advocate for stable employment.
However, the new trend in employment is the work by contract that induced a decline in long-term jobs (Oswald et al., 2012). This type of job is not stable because studies showed that employees do not feel any attachment to the organization they work for. Other researchers showed that to maintain a motivated stable and productive workforce, employers need to ensure job stability as a basic need for their workforce. These findings have an important significance on the organizational objectives and the international labor organization through the development of decent work. Therefore, organizations should adopt internal strategies that ensure job stability while allowing some flexibility. However, job stability and security remain a great concern for employees due to high insecurity in the labor market.
For instance, countries experiencing economic crises like Lebanon, the feeling of instability and insecurity at work can be high (Kanten & Sadullah, 2012).

Human Rights
Any organization wishing to be involved in the USR will be forced to take an interest in its primary and secondary stakeholders and will have to ensure that they are well respected. Organizations need to prevent any type of discrimination in the workplace which corresponds to the scope of actions with regards to human rights. The well-being and the respect for human rights at the workplace are embraced as essential matters of quality of life at work. Human rights should be placed as a center obligation on any USR strategy (Hammell, 2015). The respect for human rights should be consistent with the desire to implement the university social responsibility concept and emphasizes international regulations' issues. Universities play an undeniable role in the implementation and respect of human rights because of the special place of these actors in society (Munn, 2013).

Workplace Diversity
The strength of education institutes depends on the accrued knowledge of its workforce. Therefore, promoting diversity denote the promotion of experiences as a strength for staff growth. By reaching 2055, the majority of international companies will certainly have a diversified workforce. Diversity incorporates ethnic groups, race, gender, age, sexual orientation, religion, citizenship status, as well as diverse variances among individuals (Boreham et al., 2016). This move toward workplace diversity will have a direct impact on both the organization and the workforce. Moreover, studies found that modern organizations will be facing major challenges especially for human resources management in managing this diversity among their associates. Hence, managing workplace diversity effectively will gain a distinguishable advantage edge in terms of recruiting best-talented employees (Hofhuis et al., 2015). HRM needs to set conflict management strategies, they need to understand the workforce 26 www.scholink.org/ojs/index.php/rem Research in Economics and Management Vol. 5, No. 4, 2020 backgrounds, behaviors, and beliefs to settle any problem and to manage diversity efficiently.
Managing diversity efficiently is based on eliminating all forms of discrimination and making better use of human resources available in the workplace. For education institutes, adopting workplace diversity in their recruiting strategies is considered a USR strategy that has a direct impact on the quality of work-life of employees.

Job Enrichment
Job enriching though the work content has a direct influence on the feeling of quality of work life. The possibility of obtaining a higher level of education can be a motivational factor for QWL provided that these employees changes are recognized by their organization and allow them to advance at their work or to change position. Therefore, employees who develop new skills are more committed to the organization and more involved in their work. According to recent researches, academic and administrative staff feel that they have skills and abilities that are not used by their institute. Therefore, it is essential to solicit these skills when making work decisions. In these studies, it was recommended that skills assessment sheets of annual performance appraisal should be drawn for future development while taking into consideration individuals' wishes and the institute objectives (X. W. Chan et al., 2016).
In other words, a performance appraisal should be planned to include job enrichment skills to ensure better quality work-life objectives. Also, managers have always expressed that job enrichment is a key factor that motivates employees to increase their productivity. Job enrichment can take the form of

Quality of Work Life (QWL)
The quality of work can be defined as the opportunity for employees to practice their gained talents and abilities to face work challenges. It can also be defined as the degree to which employees have the opportunity to satisfy crucial personal needs in their work experience (Lapierre et al., 2006). The quality of work-life embraces any strategy that contributes to creating more harmonious living conditions. Major factors embrace the following factors: healthy and safe working conditions, fair and adequate wages and compensation, the chance of developing new skills and the possibilities of using gained skills, the opportunity to participate in decision-making, opportunities for advancement, the job security, social interactions within the establishment, organizational climate and finally the opportunity for work-life balance (Nayeri et al., 2011 Vol. 5, No. 4, 2020 performance of the organization. However, researchers also added that the definition of QWL goes beyond the factual description of working conditions and meeting related factors by introducing the notion of feelings. Therefore, QWL is a multidimensional concept, associated with objective elements related to the work organization and also composed of subjective and personal factors. In this sense, it is possible to say that there is no universal definition of this notion.

Summary of the Literature Review
As per a recent study conducted by Srivastava in 2014 on the quality of work-life, the researcher found that the job quality index can be created from six sub-indices including wages and remunerations, working conditions, work-life balance, job security, and stability, facilitating access to training education and the possibility of work advancement and succession planning. Another study (Beloor et al., 2017) confirmed that the integration of the quality of life at work parameters is more relevant in the light of the following interpretations: managing diversity is a potential source of performance if it leads to a better quality of life at work, the correlation between USR and quality of work-life is based on the notion of cause and effects, therefore the quality of life at work is an extension and the results of efficient internal social responsibility. Also, the quality of life at work depends on the balance between work-life. according to a study conducted by Cooklin in 2015, the majority of employees expressed their needs through working conditions, job stability, hence the institute should take these demands into considerations to achieve the well-being of the workforce.

Research Method
This section is dedicated to the research method and techniques. This study will follow Saunders' onion for data collection and implementing suitable research design. First of all, this study is classified as a descriptive and explanatory used to ask questions and clarify the reasons behind a problem. This study observed and described a social case study without affecting or influencing any behavior (Terrel, 2012).
Secondary data was collected from books, previous researches, and published journals on the internet.
These data helped to form the literature review and to build the conceptual framework of the study, it helped to define the Internal University Social Responsibility practices. For the primary data, this study has considered the quantitative method to attain the objectives and to verify the proposed hypotheses.
Therefore, the researcher opted for a questionnaire as a survey tool that allowed the Al Jinan university staff to participate in the study anonymously. Accordingly, the questionnaire is useful to test and measure a large number of observations needed for a quantitative research method. University social responsibilities either internally or externally are classified as descriptive research with valuables variables that are worthy to be quantitively tested (Saunders, 2017). In this study, there is a good reason to study the relationship between the studied factors by following other descriptive studies that led to the observation of a statistical association.

.1 Positivism Philosophy
The positivism approach as a philosophy indicates that human science starts with observable facts.
From this perspective, the researcher relies on available resources to explain reality. Positivism considers that reality exists, it is considered as an ontological hypothesis (Saunders, 2017). The scientific method of this project has started with the theory of internal USR practices, collecting data that supports this theory, and conducting a questionnaire to collect primary data.

Quantitative Method
The quantitative research is appropriate because there is an existing theoretical framework for USR practices. This quantitative research involves the collection and analysis of quantifiable data namely percentages for the studied variables including statistical tests, regression analysis, and structural equation modeling. The goal of quantitative research is to obtain information that can be deduced from a large population. This deductive approach goes from the general to the particular, from the principle to the consequence, in this project, the researcher has started by stating the concept and ends with the hypothesis's verification. We have started by clarifying the relationship between different variables and then verifies it through the empirical study (Saunders, 2017). The questionnaire will be evaluated by using the five points of the Likert scale of an agreement to measure the research variables. This questionnaire was divided into eight sections. The first section is concerned with work-life balance and consisted of 9 items, the second section deals with training and education (6 items), the third section was entitled the working conditions (6 items), the fourth section treated the job stability (5 items), human rights (6 items), workplace diversity (5 items), job enrichment (6 items), these sections represented the independent variables while the eighth section treated the Quality of Work-Life (QWL) as a dependent variable with nine items. Also, the demographic section embraced the gender, age, marital status, type of contract with the institute, and work position.

Sampling Procedures
This study has taken both the administrative employees and the academic staff at Al Jinan university Tripoli campus. The sampling technique adopted in this study is the stratified random sampling because the sample is well defined geographically and is attained by dividing the elements of a population into distinct groups, called strata, and selecting in each group (stratum) a simple random sample (Delİce, 2010 Vol. 5, No. 4, 2020 from the Tripoli campus and 37 were collected from the Saida campus, therefore the total collected questionnaire were 82 the response percentage of 82%. divorced, and 7.3% were widowed when the study was conducted.
 Type of contract with the institute: the study showed that the majority of the staff are permanent staff, more precisely 79.3% are a full-timer, 11% are contractual per hour, and 9.8% are contracted by year.
 Work Position: the distribution of the sample showed that 7.3% were instructors, 40.2% were assistant professors, 11% were Associate professors and 9.8% were professors when conducting the study.

Findings and Interpretations
This section will present the major findings and interpretations of the study, which was based on a quantitative study analyzing 82 participants forming the studied sample of Al Jinan University. This section will be divided into three parts, the first part will show the reliability test of the studied variables, the second part will present the KMO and the component matrix, the third part will be dedicated for hypotheses verification throughout the linear regression.

Factor Analysis
The conducted factor analysis showed that all the scales are adequate for factor analysis with a KMO value that is higher than 0.5 which demonstrates a very good validity of the measured variables with a Bartlett test Sig. of 0.000 < 0.001.  Vol. 5, No. 4, 2020 Thereafter, each item should be associated with the factors representing the scale measured. The first part of the PCA principle factor analysis is shown in the communalities.  Vol. 5, No. 4, 2020 The above table shows that the first three sections have a satisfactory value of 68.5% which contributes to the total variances.

Figure 2. Scree Plot
The scree plot represents the validity of the total variance explained and shows that the variables can be grouped into a maximum number of two factors since it shows a sharp decline after the second point.
This data is also presented by the eigenvalue that is above 1.  .000

Variables Correlations
All the above correlations are significant and positive with Sig. a value of less than 0.005. This test is useful to meet our objectives. We can this test since the studied variables are measured on the nominal scale.

Multiple Linear Regression Analysis
The regression analysis is used to model relationships between different variables (dependent and independent). The relationships between the data will be used for predicting and generating a prediction model. The below tables show the results between internal USR practices as the dependent variable and the quality of work-life as the dependent variable.

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Published by SCHOLINK INC. www.scholink.org/ojs/index.php/rem Research in Economics and Management Vol. 5, No. 4, 2020  Predictions can be made using linear regression analyzes, whereby the relationships between the data will be used as a basis for predicting and generating a prediction model. Regression and correlation analysis is considered as a component of multivariate analytical methods and is used in very different domains. The absolute value of R indicates the strength with absolute values. The R-value shows that the data is satisfactorily adjusted to the model. It can be determined that the work-life balance accounts for 71% from the variation, training and education accounts for 70% from the total variation, working conditions account for 71%, employment stability accounts for 69%, human rights accounts for 82%, workplace diversity accounts for 69%, and job enrichment accounts for 72% from the total variation in the quality of work life. It can be concluded that both values extracted from the one-way ANOVA and the regression analysis helped the researcher to reject the null hypotheses and accept the alternative hypotheses, therefore, the equation is statistically significant for example, the Work-Life Balance: (F value = 20.581, P value = 0.000 < alpha = 0.005) consequently rejecting the null hypothesis and the Training and Education: (F value = 77.552, P value = 0.000 < alpha = 0.005) consequently rejecting the null hypotheses.  Vol. 5, No. 4, 2020 significant relationship between the studied variables. The multiple linear regression equation is as follow:  (2015) verifying that the quality of life at work requires a balance between private and professional life. Also, training and learning opportunities contribute to a better quality of work-life, because employees gain confidence and acquire the appropriate behavior to solve problems, control, or cope with uncertain demands that can deteriorate their quality of work-life (Lyonette, 2015;Ayala-Rodríguez et al., 2017). This study confirms the 39 www.scholink.org/ojs/index.php/rem

1) Work-Life
Research in Economics and Management Vol. 5, No. 4, 2020 results of the following authors ( (Beloor et al., 2017;Chan & Hasan, 2018;Chatterjee, 2018). These studies have verified a positive relationship between USR practices and quality work-life. Given such favorable results, universities are encouraged to develop and pursue their USR activities.

Conclusion
The quality of work life is considered as a proactive approach that aims to improve the staff experience trough organizational strategies and managerial practices. In this framework, USR is presented as a practical policy that highlights the social rationality of the organization. Results of this paper support the seven hypotheses. The empirical outcome of this paper is supported by the results of the researches done by (Lockwood, 2003;Alzyoud & Bani-Hani, 2015;Altmann & Ebersberger, 2013;Ayala-Rodríguez et al., 2017), these studies have also proven a positive relationship between internal USR practices and the quality of work life. Also, the result of this study is reinforced by recent studies conducted by (Beloor et al., 2017;Boreham et al., 2016;Chan & Hasan, 2018;Chatterjee, 2018). These recent studies have shown the importance of USR and quality of work-life from employees' perspectives. It has demonstrated that linking the USR to human resource management is a broad topic that covers a wide range of human resources practices ranging from human rights respects to helping associates to maintain a work-life balance, therefore, reaching the desired quality of work life. The quality of work-life QWL is a source of motivation for the staff that increases their performance, decrease their turnover. The QWL is a long procedure with continuous improvement that deserves to be explored. Internal social responsibility is concerned with the quality of life at work, achieved as efficient human resources management mission, it is built through a beneficial, constructive conversation with the internal associates and social partners to advance the quality of employment, to ensure human rights, healthy and safe working conditions and environment, to promote training and education and workplace diversity (Lyonette, 2015;Ayala-Rodríguez et al., 2017).

Recommendations
As a conclusion, the internal social responsibility of USR practices is an essential lever to improve the quality of life at work. Education institutes should rethink their traditional human resources practices to improve their internal strategies and safeguard its implementation through constant follow up and feedback to internal associates. Institutes should organize meetings for the associates to raise their awareness about internal USR strategies. Hence, from this study, we can recommend the following:  To propose working measures that ensure an efficient work-life balance  To promote workforce recognition and autonomy in the work through constant on the job and off the job training  To encourage and support associates demonstrating a willingness to excel in their education  To provide job stability by providing tenure and internal promotion to reduce stress and increase job security 40  To incorporate USR internal practices that increase the quality of work-life for the associates by following strict human rights rules and regulations as declared by the government.
 To increase the involvement of the institute management and its board of directors to establish and implement a sustainable policy to improve the quality of life at work.
 To improve the working conditions by mobilizing the resources needed to accomplish tasks.
 To encourage diversity in the workplace by promoting gender equality, and benefits from diversified opinions and backgrounds.
Finally, this study is considered as a contribution to the understanding of the USR practices at the universities by adding knowledge by examining its effects on the staff quality of life at work. It showed that deeper researchers can be done to analyze the university staff perceptions of these internal practices and to evaluate the organizational trust and job engagement as elements of QWL in the future.
Further findings are useful to address the perceived areas for improvements. Such an approach shows that university staff is embraced as an integral part of USR who can contribute to achieving long-term benefits for the organization. www.scholink.org/ojs/index.php/rem Research in Economics and Management Vol. 5, No. 4, 2020 Truxillo, D. M., Cadiz, D., & Hammer, L. (2015). This is considered as an assembly of internal practices that takes the institute staff well-being and their quality of life as a priority. Your participation in the survey is vital to complete our project. Your collaboration in evaluating the below statement is appreciated. Please keep in mind that all the information collected will be strictly private and confidential and will be used for academic purposes only.