The Role of Administrative Business Process Reengineering in Improving Administrative Performance: A Field Study on Employees of the Social Solidarity Fund – Derna Branch

Abstract

This study aimed to examine the role of administrative business process reengineering (BPR) in improving administrative performance among employees of the Social Solidarity Fund, Derna Branch, Libya. Adopting the descriptive-analytical method, a questionnaire was administered to a random sample of 44 employees drawn from a study population of 50, after confirming the instrument’s face validity, internal-consistency validity, and reliability (overall Cronbach’s alpha = 0.894). Results, analyzed with SPSS v.26, showed that both the application of administrative process reengineering and the level of administrative performance were high (M = 3.78 for each). Pearson correlation analysis revealed a strong, statistically significant positive relationship between the two variables (r = .768, p = .000), and simple linear regression indicated that process reengineering explained 59% of the variance in administrative performance (Beta = .768, R² = .590, p < .05). The main hypothesis was therefore accepted. The study recommends simplifying routine procedures, expanding the use of technology, strengthening inter-departmental coordination, and activating monitoring and follow-up mechanisms to further raise administrative performance.