The study aimed to investigate and clarify the impact of corporate governance on corporate social responsibility in private hospitals in the south of Amman Governorate. Where the study sample consisted of (135) individuals from all administrative levels in the private hospitals searched in the south of Amman Governorate. (109) questionnaires were analyzed, at a rate of (80.7%) from the study sample, The study relied on collecting data by the questionnaire that was designed for this purpose. To achieve the study's objectives, the quantitative approach was used and The Statistical Package for Social Sciences (SPSS, Vir. 25) was used to analyze study data. The researcher found a significant impact of Corporate governance dimensions when represented as a whole unit on corporate social responsibility in private hospitals on southern Amman Governorate at a significance level ( ? ? 0.05 ). It also revealed that there is a positive significant impact for each of, having a solid and effective foundation for corporate governance, the role of stakeholders, disclosure and transparency and the responsibilities of the Board of Directors on corporate social responsibilities in private hospitals in southern Amman Governorate, at significance level ( ? ? 0.05 ). In light of the results, the study recommended several recommendations: First: Paying attention to the element of equality among employees when setting the rules and legislation that pertains to them. This is done by forming independent committees that organize the process of setting rules and legislation. Second: Focusing on increasing employee skills and training them. This is done by allocating an independent budget for training courses and developing employee skills. Third: Paying attention to disclosure and transparency in private hospitals, from the researcher's point of view, this is done through the development of laws and legislations that govern and regulate the process of disclosure and transparency towards environmental practices and practices towards the local community and all stakeholders. Fourth: The necessity of establishing laws and rules that oblige members of the Board of Directors to manage their plans according to a clear strategy and in line with the vision and mission of hospitals. Fifth: The clarity of the foundations by which boards of directors are to be elected must be observed. Sixth: Emphasis must be placed on practices that increase the market value of hospitals and the market share of the local market, and this is done by establishing departments specialized in marketing operations for these hospitals and paying attention to quality departments that monitor the quality of services provided to customers. Seventh: Training employees on methods of searching for alternative jobs when their contracts expire. This is done by conducting training courses for employees on employment websites, applications and methods for creating professional resumes. eighth: Assigning a quota of a certain percentage so that employees with special needs are selected and hired. Ninth: Training courses must be held for occupational safety personnel on how to deal with crises and natural disasters.