Driving HR performance through digital transformation in educational directorates: A strategic imperative

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The rapid advancement of digital technology has significantly affected various sectors, including education. Integrating digital tools and platforms in human resource management offers opportunities to enhance efficiency and organizational performance. This study investigates the impact of digital transformation on human resource performance in educational directorates in Egypt. A descriptive analytical methodology was employed, utilizing a structured questionnaire distributed to 450 administrative officials across eight randomly selected directorates out of the 27 directorates in Egypt, constituting approximately 30% of the total. The study retrieved 413 questionnaires, with about a 91% response rate. Data analysis reveals a significant positive correlation between digital transformation and the quality of human resource performance. Strategic planning (R² = 0.901), leadership development (R² = 0.699), skills acquisition (R² = 0.899), and institutional infrastructure (R² = 0.907) are identified as key factors that significantly influence HR performance. The findings suggest that embracing digital transformation and investing in these dimensions can lead to enhanced human resource performance in educational institutions. The study concludes that digital transformation can significantly improve human resource performance in the education sector, emphasizing the need for strategic planning, leadership development, skills acquisition, and a supportive organizational culture to fully leverage the potential of digital technologies.

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    • Figure 1. Theoretical framework
    • Table 1. Reliability and internal consistency coefficients
    • Table 2. Variance in digital transformation and the quality of human resources performance
    • Table 3. Multiple linear regression analysis: H1
    • Table 4. Variance in strategic planning and quality of human resource performance
    • Table 5. Multiple linear regression analysis: H1.1
    • Table 6. Variance in leader development and the quality of human resource performance
    • Table 7. Multiple linear regression analysis: H1.2
    • Table 8. Variance in skill acquisition and the quality of human resource performance
    • Table 9. Multiple linear regression analysis: H1.3
    • Table 10. Variance in institutional infrastructure and the quality of human resource performance
    • Table 11. Multiple linear regression analysis: H1.4
    • Conceptualization
      Abdelrehim Awad, Mohamed Shemais
    • Data curation
      Abdelrehim Awad, Mohamed Shemais, Muhammad Al-Embabi
    • Formal Analysis
      Abdelrehim Awad, Muhammad Al-Embabi
    • Funding acquisition
      Abdelrehim Awad
    • Investigation
      Abdelrehim Awad
    • Methodology
      Abdelrehim Awad
    • Project administration
      Abdelrehim Awad
    • Resources
      Abdelrehim Awad
    • Supervision
      Abdelrehim Awad
    • Writing – original draft
      Abdelrehim Awad, Mohamed Shemais, Muhammad Al-Embabi
    • Writing – review & editing
      Abdelrehim Awad, Mohamed Shemais, Muhammad Al-Embabi
    • Validation
      Mohamed Shemais, Muhammad Al-Embabi