The Role of Organizational Structure in Improving Employee Performance Quality Evidence From the Directorate of Local Administration in M’Sila Province

Abstract

This study examined the role of organizational structure in improving the quality of employee performance at the Directorate of Local Administration in M’Sila Province, Algeria. The study established the conceptual relationship between organizational design and performance quality and assessed this relationship empirically. A descriptive–analytical design was used. Data were collected through a structured questionnaire distributed to 100 employees representing different administrative units; 94 valid questionnaires were returned, yielding a 94% response rate. The instrument demonstrated strong internal consistency for organizational structure (Cronbach’s α = .808) and employee performance quality (Cronbach’s α = .916). Descriptive results indicated that the perceived adequacy and development of the existing organizational structure was below the neutral midpoint (M = 2.65, SD = 0.81). Employee performance quality was also slightly below the desired midpoint (M = 2.92, SD = 0.63). Simple linear regression showed that organizational structure had a positive and statistically significant effect on performance quality, R = .358, R² = .128, F(1, 92) = 13.484, p < .001. The estimated regression equation was Y = 2.127 + 0.310X. The findings indicate that clearer responsibilities, more flexible coordination, updated structures, and better delegation can improve performance, although most variation is explained by additional organizational and environmental factors. The study recommends structural redesign, standardized job descriptions, continuous administrative training, and explicit performance-quality indicators.