The Impact of Continuous Learning of the "Kaizen" Methodology as a Key Mechanism for Continuous Improvement in Enhancing Job Performance: An Applied Study at the High Institute of Sciences and Technology – Ragdalin.

Abstract

This study aimed to measure the impact of continuous learning of the "Kaizen" methodology as a key mechanism for continuous improvement in enhancing job performance, applied to the Higher Institute of Science and Technology – Regdaline. The study also sought to analyze the attitudes of the institute's administrative leaders towards this methodology in terms of their familiarity with its basic concepts.

The study adopted the descriptive analytical approach and used the questionnaire as the main tool for collecting primary data. It was distributed to the study sample, which consisted of faculty members and employees assigned with administrative tasks, in addition to members of work committees at the institute. The number of distributed questionnaires was (50), of which (47) were retrieved and valid for statistical analysis using the SPSS program.

The independent variable in the study consisted of seven main dimensions of the "Kaizen" methodology: top management support, employee participation, trust, regulations and procedures, sound decision-making, training, and continuous learning. The dependent variable (job performance) was measured through its two dimensions: efficiency and effectiveness.

            The study reached a set of results, the most prominent of which was the presence of a statistically significant effect of the "Kaizen" methodology on job performance. The results showed that the "continuous learning" dimension was the most influential, explaining (99%) of the changes occurring in job performance. This means that the impact on job performance is almost entirely attributed to changes in the level of continuous learning