Administrative re-engineering and its impact on improving the institutional performance of Palestinian ministries

Abstract

This study aimed to analyze the impact of administrative reengineering (business process reengineering) on the organizational performance of Palestinian ministries. The descriptive research method was adopted to conduct the study. The study population consisted of department head or higher, totaling 12,370 individuals. A stratified random sample of 373 respondents was selected, and a questionnaire was used as the data collection tool. The data were analyzed using SPSS. The study revealed several key findings, most notably that administrative reengineering (business process reengineering) has a significant impact on the organizational performance of Palestinian ministries across all their dimensions. The results indicated a high level of application of administrative reengineering (business process reengineering). Additionally, the study found that the level of organizational performance in Palestinian ministries is high. The findings also showed no statistically significant differences in the respondents’ opinions regarding the level of administrative reengineering (business process reengineering) or the organizational performance of the ministries based on demographic variables (gender, age, educational qualification, job title, and years of experience). In light of the findings, the study recommends several key measures: adopting a participatory change strategy by involving employees in designing and leading organizational changes, fostering a culture of continuous learning through workshops and tangible incentives, and implementing a smart delegation framework that determines authority levels based on employees’ competencies and the nature of tasks, supported by monitoring and evaluation mechanisms to ensure a balance between flexibility and accountability.