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.

Flexible work arrangements (FWAs) have become a cornerstone of modern organizational practices, offering solutions to enhance employee engagement and adapt to evolving workplace demands. The purpose of this study is to examine the impact of flexible work arrangements on job engagement, focusing on how dimensions such as workload flexibility, workplace flexibility, and flexible working hours influence employee vigor, dedication, and absorption within the Egyptian telecommunications sector. A descriptive-analytical approach was adopted, and data were collected through a structured questionnaire distributed to 300 employees across different departments in the Egyptian Telecom Company. Statistical analyses, including correlation and regression, were employed to test the relationships between the variables. The findings reveal that FWAs significantly enhance job engagement, explaining 62% of the variance in engagement levels. Flexibility in workload emerged as the strongest predictor (β = 0.28), followed by flexible workplace (β = 0.25) and flexible working hours (β = 0.22). Flexible workplace and working hours also had substantial impacts, reflecting the importance of spatial and temporal flexibility in addressing employee needs. While flexible working procedures contributed positively, their influence was comparatively lower, indicating the operational constraints of the telecommunications sector. The results underscore the practical value of FWAs in enhancing workforce motivation and organizational performance. By strategically implementing tailored FWA policies, organizations in dynamic sectors like telecommunications can foster a more engaged and adaptable workforce, ensuring resilience and competitiveness in a rapidly changing environment. Acknowledgment The authors are thankful to the Deanship of Graduate Studies and Scientific Research at University of Bisha for supporting this work through the Fast-Track Research Support Program.

This study examines how digital governance (DG) contributes to public value (PV) in a large, service-intensive public organization and tests whether digitally enabled human resource management practices (DHRM) transmit this effect. Using a cross-sectional survey of employees in Egypt Post (n = 278), items were measured on a five-point Likert scale and analyzed with reliability diagnostics, validity assessments (CFA, CR, AVE, HTMT), and regression-based mediation with 5000 bootstrap resamples. All scales showed strong internal consistency (Cronbach’s alpha: DG = 0.903, DHRM = 0.948, PV = 0.923) and convergent validity (AVE greater than 0.50). Discriminant validity was confirmed via HTMT (less than 0.85). The study finds that DG was positively associated with PV (beta = 0.773, p less than 0.001) and with DHRM (beta = 0.818, p less than 0.001). DHRM was also positively associated with PV when controlling for DG (beta = 0.332, p less than 0.001). Bootstrapping confirmed a significant indirect effect of DG on PV through DHRM (a times b = 0.281; 95% CI [0.156, 0.424]), indicating partial mediation. This study advances public value scholarship by specifying DHRM as a micro-foundation linking governance capacity to value outcomes, demonstrating the partial mediation mechanism in an under-researched Middle Eastern public-sector context, and providing empirical evidence that digital transformation yields higher public value when governance arrangements are translated into workforce routines and capabilities via digital HRM. Implications: The findings suggest that public managers should treat HR digitalization as a core implementation mechanism alongside governance reforms.