The Impact of Human Resource Reengineering Practices on The Job Performance of Administrators in Jordanian Private Universities

Abstract

Purpose: This study aims to examine the impact of human resource reengineering (HRR) practices on the job performance (JP) of administrators in Jordanian Private Universities through top management support (TMS).

Methods: A quantitative research design was used in this study. As a result, 280 questionnaires were sent out, and 256 were approved for study. The surveys were intended for administrators at private universities in Jordan.

Findings: The results of this study have provided a thorough examination of the factors HRR and TMS in private universities, which enhance JP. The results of the study highlighted the crucial roles that process redesign (PR), employee empowerment (EE), digital transformation (DT), and continuous improvement (CI) play in JP.

Originality/Value: The results showed a strong correlation between TMS, HRR, and JP. Additionally, the results showed that the association between HRR and JP is moderated by TMS. Furthermore, it has been found that JP is significantly impacted by PR, EE, DT, and CI.

Implications: These results have several implications for private universities in Jordan and policymakers, which may help these institutions improve JP.