Open Access

Evaluating Workforce Perspectives on Operational Transformation Initiatives: Insights from Educational Administration Divisions within a South African Technological University

PDF

Dr. Ahmed Khalid Al-Mansoori ¹ , Dr. Fatima Noor Al-Haddad ¹ ,

⁴ Department of Business Administration College of Administrative Sciences University of Bahrain Sakhir, Kingdom of Bahrain

⁴ Department of Management and Marketing Ahlia University Manama, Kingdom of Bahrain

Abstract

Operational transformation initiatives, particularly those grounded in Business Process Reengineering (BPR) and digital modernization, have become central to the evolution of higher education institutions in developing contexts. South African technological universities, shaped by globalization pressures, digital transformation, and governance reforms, have increasingly adopted such initiatives to enhance administrative efficiency and service delivery. However, the success of these transformations is contingent not only on structural redesign but also on workforce perceptions, engagement, and adaptability. This study critically evaluates workforce perspectives on operational transformation within educational administration divisions of a South African technological university.

The research adopts a qualitative-analytical framework informed by existing literature on BPR, organizational change, and higher education transformation. Drawing on key theoretical constructs such as process reengineering, digital work transformation, and organizational behavior, the study synthesizes insights from prior empirical and conceptual research to assess how employees perceive, respond to, and influence transformation initiatives. Particular emphasis is placed on resistance to change, communication dynamics, skill readiness, and institutional culture.

Findings indicate that while operational transformation enhances procedural efficiency and aligns institutions with global competitiveness, workforce perceptions are often shaped by uncertainty, insufficient participation, and inadequate training. Positive perceptions are associated with transparent communication, inclusive leadership, and demonstrable improvements in workflow efficiency. Conversely, resistance emerges from perceived job insecurity, lack of clarity, and misalignment between strategic goals and operational realities.

The study contributes to the discourse on higher education transformation by highlighting the critical role of human factors in operational change. It proposes a workforce-centric transformation framework that integrates participatory governance, continuous capacity development, and adaptive leadership. The research underscores that sustainable transformation in educational administration requires balancing technological innovation with human-centered strategies.

Keywords

Operational Transformation, Business Process Reengineering, Workforce Perception, Higher Education Administration

References

AbdEllatif, M., Farhan, M.S., and Shehata, N.S. (2017). Overcoming business process reengineering obstacles using ontology-based knowledge map methodology. Future University in Egypt. Science Direct. (online) http://www.journals.elsevier.com/future-computing-and-informatics-journal/

Aldiabat, B.F., Bataineh, A. and Abu-Hamour, H.M.J. (2018). The impact of business process management on Job performance. Journal of Business and Retail Management Research (JBRMR). 13 (2).

Ariail, D. L. (2016). Globalization of higher education in South Africa. Georgia Journal of College Student Affairs, 32 (1). (online) https://doi.org/10.20429/gcpa.2016.010107

Bagarukayo, E. and Kalema, B. (2015). Evaluation of e-learning usage in South African universities: A critical review. International Journal of Education and Development using Information and Communication Technology (IJEDICT), 2015, Vol. 11, Issue 2, pp. 168-183

Bhaskar, H.L. and Singh, R.P. (2014). Business Process Reengineering: a recent review. Global Journal of Business Management (GJBM). 8 (2)

Boje, D. M.; Hillon, Y.C. and Mele, T. M. (2017). 21st Century University and the Failure of Business Process Reengineering. Organization Development Journal. 35 (1) (online) https://openurl.ebsco.com/EPDB%3Agcd%3A12%3A1797932/detailv2?sid=ebsco%3Aplink%3Ascholar&id=ebsco%3Agcd%3A139730918&crl=c

Bosire, S. M. (2017). Selected factors that influence successful strategic planning in South African higher education. The Independent Journal of Teaching and Learning. 12 (2): 6-25.

Chetty and Pather, (2015). Challenges in Higher Education in South Africa. Telling stories differently. Engaging 21st century students through digital storytelling. Edition: 1st. Publisher: SUN MeDIA Stellenbosch. Editors: Janet Condy

Chiwandire, D., and Vincent, L. (2019). Funding and inclusion in higher education institutions for students with disabilities. African Journal Disability. (Online) http://dx.doi.org/10.4102/ajod.v8i0.336

De Jager, H. (2000). The new dispensation in the public sector. Auditing SA. Editorial. (online) https://journals.co.za/doi/pdf/10.10520/AJA10289003_74

Dell’Aquila, M. E. (2017). Factors contributing to Business Process Re-engineering implementation success. Unpublished Doctor’s Dissertation. Walden University.

Harb, H. and Abazid, M. (2018). An overview of the business process re-engineering in higher education. Asian Journal of management Sciences & education. (online) https://www.researchgate.net/publication/324077803_AN_OVERVIEW_OF_THE_BUSINESS_PROCESS_RE-ENGINEERING_IN_HIGHER_EDUCATION

Jha, M., Jha, S.T. and O'Brien, L.M. (2019). Re-engineering higher education learning and teaching business processes for big data analytics. (online) 10.1007/978-3-030-20482-2_19

Kanyane, M. (2023). Digital Work – Transforming the Higher Education Landscape in South Africa. Springer. (online) https://link.springer.com/content/pdf/10.1007/978-3-031-26490-0_9.pdf

Krishna, S. M. M., Kassaw, M. and Prasad, Y. R. (2015). An assessment of the implementation and challenges of Business Process Re-engineering (BPR) in Hawassa University. International Journal of Information Technology & Computer Sciences Perspectives, 4 (2): 1403-1412.

Madumo, O. S. and Kimaro, J. R. (2021). Accelerating the Fourth Industrial Revolution in Higher Education: Realities and Lessons from Universities in Kenya, Zambia and South Africa During the Covid-19 Pandemic. European Journal of Economics, Law and Social Sciences. (online) https://repository.up.ac.za/bitstream/handle/2263/85849/Madumo_Accelerating_2021.pdf

Mashabela, F. and Pillay, A.S. (2017). Effectiveness of an Integrated Tertiary Software Mobile Information System for Student Registration and Admission at a University in Gauteng. Expert Journal of Business and Management. (online) http://business.expertjournals.com/23446781-504/

Mokoena, B. A. and Dhurup, M. (2016). Market Orientation Determinants: Reflections from Academics in Universities of Technology in South Africa. Journal of Economics and behavioural studies. 8 (1) (online) https://ojs.amhinternational.com/index.php/jebs/article/view/1201/1194

Mulugeta, R. (2014). Effectiveness of Business Process Re-engineering (BPR) change and its management in Ethiopian public higher education institutions: case of Addis Ababa University. Leadstar Community College, Unpublished Term paper. (online) https://www.scribd.com/document/294019755/Change-Mgt-and-ConflictResolution-Project-Work

Nevondwe, L., Odeku, K.O. and Tshoose, C.I. (2014). Promoting the application of corporate governance in the South African public sector. Journal of Social Science, 40 (2): 261-275.

Ng’ambi, D., Brown, C., Bozalek, V., Gachago, D. and Wood, D. (2016). Technology enhanced teaching and learning in South African higher education: A rear-view of a 20 year journey. British Journal of Educational Technology, 47 (5): 843-858.

Pasaribu, R. D., Anggadwita, G., Hendayani, R., Kotjoprayudi, R. B., & Apiani, D. I. N. (2021). Implementation of Business Process Reengineering (BPR): Case study of official trip procedures in higher education institutions. Journal of Industrial Engineering and Management, 14 (3), 622-644.

Sohail, M. S., Daud, S. and Rajadurai, J. (2006). Restructuring a higher education institution. A case study from a developing country. International Journal of Educational Management, 20 (4): 279-290.

Sorunke, O. and Nasir, A. (2016). Critical success factors of Business Process Reengineering. Case study: IBM. Research Publish Journals, 4 (1). (online) www.researchpublish.com

Swart, E. M. J. (2018). Challenges to the implementation of Business Process Reengineering of the recruitment process in the ministry of fisheries and marine resources, Namibia. Stellenbosch University, Unpublished Masters Thesis

Most read articles by the same author(s)

<< < 2 3 4 5 6 7 8 > >>

International Journal of Management and Business Development

Evaluating Workforce Perspectives on Operational Transformation Initiatives: Insights from Educational Administration Divisions within a South African Technological University

Abstract

Keywords

References

Most read articles by the same author(s)

Similar Articles