The Impact of Human Resource Reengineering on Employee Performance Development at Al-Najm Al-Sati' University: A Field Study

Abstract

This study aimed to analyze the qualitative and quantitative impact of applying human resources reengineering methodology on developing the job performance of employees at Bright Star University, within the context of contemporary organizational and technological variables. The study adopted the descriptive-analytical approach, where a questionnaire was designed covering main axes represented in the human, organizational, and technological dimensions of reengineering, as well as the axis of job performance development with its multiple indicators. The tool was applied to a random sample of (30) employees and administrators at the university. Appropriate statistical methods were used, such as Pearson correlation coefficient, Cronbach's alpha coefficient for reliability, arithmetic means, and standard deviation.

The results revealed a strong, statistically significant positive correlation at the level (0.01) between the application of human resources reengineering and the development of job performance, with a correlation coefficient of (0.823). The results also showed that the three dimensions of reengineering (human, organizational, technological) contribute positively and effectively to improving performance, while no statistically significant differences were found attributable to demographic variables (gender, age, educational qualification, experience). Based on these results, the study presented a set of strategic and procedural recommendations aimed at enhancing the reengineering process and consolidating its positive impact in the university environmen.