The Different organizations have witnessed wide changes in their plans and strategies due to the major changes in most activities, whether administrative or economic, and this is what has become clear from several data such as globalization, complexity, and technological changes. In order to improve the ability of organizations to adapt to these new data and respond to them, organizations need to focus on applying a number of concepts, including: The issue of administrative empowerment, and from here arose an urgent need to take care of the human element and its capabilities. Therefore, this leads to developing the organization’s performance rates, to develop the capabilities of employees, give them confidence in their work, and delegate greater powers. This leads to raising job performance rates and thus reflects positively on the organization’s performance. Adaptive performance is also considered one of the Important ways to better understand the dynamic nature of the worker’s performance level in a rapidly changing (dynamic) business environment. This in turn reflects the need to address the effectiveness and ability of workers’ performance to clearly adapt to the changes occurring in the work environment. Adaptive performance simplifies positive results, such as improving the ability to perform and career success. It also leads to results at the organization level, such as change management, organizational learning, empowerment, and keeping up with most of the changing expectations and desires of customers. Adaptive performance of employees is also considered an important topic in human resources management and has been recognized as one of the fields. The main task in human resources management, because the ability of employees to adapt has become extremely important and organizations need to play a fundamental role in managing and improving adaptive performance in addition to performing daily tasks. There is a number of research on the two research variables, as in a study conducted by, where the study aimed to prepare a measure of administrative empowerment in international football stadiums in Iraq, and the most important findings of the researchers are that there is a good level of administrative empowerment that enjoys wide acceptance in stadium administrations.

Table 1: Research sample members according to demographic factors

And a study conducted by in the General Directorates of Education of Baghdad Governorate and applied to (106) respondents from the administrative leadership of six General Directorates of Education, where the results of the study considered adaptive performance as a safety valve and a good model for all the leaders studied. [1-10].

The research methodology can be described as follows:

• Research Problem: The research problem is focused on the extent to which the adaptive performance of the administrator and employees of the Autonomy Division in (Al-Rifai Teaching Hospital) is enhanced, the field of research, given that this hospital needs more experience and qualifications to perform the work and tasks assigned to the workers. In order for this division (the Autonomy Division) in the hospital to be able to overcome the problems, a method must be chosen. The correct approach to work, and there are a number of methods that can be followed, but our research adopted the topic of (administrative empowerment) to note the shortcomings and failure to adopt the requirements of administrative empowerment and the loss of this culture among hospital officials

• Research Objective: The research aims to clarify the level of adoption and dissemination of the culture and method of administrative empowerment and its reflection in enhancing adaptive performance in the researched organization, and to diagnose the strengths and weaknesses of adaptive performance in the researched organization (Al-Rifai Teaching Hospital) to give proposals to address the weak points and to demonstrate the correlation between the two research variables

   

Importance of Research

The importance of the research comes from contributing to building a clear perception among the employees of the Personality Division on the subject of administrative empowerment and its role in enhancing adaptive performance on the one hand, and on the other hand keeping pace with the progress made in the field of administrative empowerment for the purpose of presenting a realistic picture of adaptive performance at Al-Rifai Teaching Hospital in a way that contributes to providing Developmental and evaluation programs aimed at improving reality.

Research hypotheses

The research focused on two hypotheses as follows:

• There is a significant correlation between administrative empowerment and adaptive performance

• There is a significant influence relationship between administrative empowerment and adaptive performance

Method and procedures

The researcher used the descriptive analytical method in this research because it is compatible with the nature of this research for the purpose of identifying the relationship between the two research variables.

Population and Sample Research

The research population included the Self-Employment Division at Al-Rifai Teaching Hospital, and all employees in the division were selected as a sample for the research using the intentional sampling method (comprehensive enumeration), as the sample size was 35 respondents. The questionnaire was distributed among them and all questionnaires were retrieved. The table below shows the demographic factors of the research sample.

It is clear from Table 1, which concerns the axis of the gender variable, that the male category has the highest frequency, reaching 19 workers, with a percentage of 54%, while females have the lowest frequency, reaching 16 workers, with a percentage of 46%. As for the educational attainment axis It was found that diploma holders had the lowest frequency, reaching 9, with a percentage of 26%, while bachelor’s degree holders had the highest frequency, reaching 26, with a percentage of 74%. While on the years of service axis, we note that the category of years of service is between 5-9 years reached 15 frequencies and a percentage of 43%, and the category of years of service between 10-14 years reached 16 frequencies and a percentage of 46%, and the category (more than 14 years) observed 4 frequencies. With a percentage of 11%, as for the axis of job designation, it is noted that those who work as (division official) have the least frequency, and this is self-evident because the research sample intended the personal division. The frequency reached 1 and with a percentage of 3%, as for those who work as workers The most common occurrence in the division was 34 and a percentage of 97%.

Table 2: Description of the Administrative Empowerment Variable

Table 3: Description of the Adaptive Performance Variable

Table 4: Correlation between the two research variables (X-Y)

**. Correlation is significant at the 0.01 level (2-tailed)

Table 5: Relationship of Effect between the Two Research Variables (X-Y)

a. Dependent Variable: Y

Description of Search Variables

The research included identifying the opinions of the respondents about the research variables (administrative empowerment) and (adaptive performance), which were described as follows: 

• Presenting and Discussing the Results Related to Administrative Empowerment: The research questionnaire included 10 indicators related to measuring the administrative empowerment variable, for the purpose of identifying the level of responses of sample members to this variable. Table 2 shows the nature of the administrative empowerment variable according to the measurement of the arithmetic mean and the standard deviationIt is clear from Table No. 2 that the arithmetic means for the indicators of the “administrative empowerment” variable ranged between 3.44-3.90, and the highest indicator was that which states, “The hospital administration adopts a clear and appropriate training program,” with an arithmetic mean of 3.90, which is higher than the hypothesized mean. It achieved a standard deviation of 0.80, followed by the indicator that states, “There is freedom to make routine decisions,” with an arithmetic mean of 3.44, which is higher than the hypothesized mean, as it achieved a standard deviation of 1.13 in the last rank. Overall, the arithmetic mean of the variable “Administrative Empowerment” reached As a whole 3.69 it is higher than the hypothesized mean, and this indicates that there is a fair amount of interest in administrative empowerment on the part of the hospital administration, but this interest must be strengthened in a more accurate, realistic manner, and this is what was observed from the answers of the research sample

• Present and discuss findings related to adaptive performance: The research questionnaire included 10 indicators related to measuring the adaptive performance variable, for the purpose of identifying the level of responses of sample members to this variable. Table 3 shows the nature of the adaptive performance variable according to the measurement of the arithmetic mean and the standard deviationIt is clear from Table No. 3 that the arithmetic means for the indicators of the “adaptive performance” variable ranged between 4.09-3.36, and the highest indicator was that which states “I can find an innovative solution to any problem using a set of information” and the arithmetic mean is 4.09, which is considered the highest. From the hypothesized mean, where it achieved a standard deviation 0.97, it is followed by the indicator that states, “I feel stable even if my work tasks change,” with a mean of 3.36, which is considered higher than the hypothesized mean, where it achieved a standard deviation of 1.11, with the last rank. Overall, the mean reached For the variable “adaptive performance” as a whole 3.79, which is higher than the hypothesized mean

Testing Research Hypotheses

In this paragraph, we attempt to test the two research hypotheses, the correlation hypothesis and the influence hypothesis, as follows:

• Testing the Hypothesis of the Link between Administrative Empowerment and Adaptive Performance: The correlation hypothesis states, “There is a significant correlation between administrative empowerment and adaptive performance.” It is clear from Table 4 that there is a high direct correlation between administrative empowerment and adaptive performance, with a correlation coefficient *0.788 and a significance level 0.000, which is less than 0.05, and from the results it is clear that any positive change in administrative empowerment leads to a change in the same direction in adaptive performance, with a correlation coefficient *0.788. This means that the dependent variable applies to the same extent as the independent variable, whether positive or negative, and indicates the necessity of paying attention to empowerment. Administrative as it has a strong connection to adaptive performance, and thus the correlation hypothesis is accepted

• Testing The Hypothesis of The Influence between Administrative Empowerment and Adaptive Performance: The influence hypothesis states, “There is a significant influence relationship between administrative empowerment and adaptive performance,” as shown in Table 5, which shows the regression. Table 5 indicates that there is a significant influence between administrative empowerment and adaptive performance, at a significance level of 0.01. Since Sig = .000a˂0.01, the hypothesis is accepted, which states (there is a significant influence relationship between administrative empowerment and adaptive performance). Because the value of the beta coefficient is positive, it means that the effect is positive. The value of the coefficient of determination reached 0.438 and the value of the beta coefficient reached 0.659

• The regression equation was as follows: Y= 1.220 + 0.640X

• Xrepresents the independent variable (administrative empowerment

• Y represents the dependent variable: ( adaptive performanc

• The results of the analysis show that employees have a high understanding and awareness of the importance of administrative empowerment

• The hospital has clear and updateable development and training plans

• Employees have appropriate efficiency and effectiveness to accomplish the duties and tasks assigned to them

• A positive and strong relationship between the two research variables became clear, and this was proven through the results of the practical analysis

• A positive effect became clear between the two research variables, and this was proven by the results of the practical analysis

1. Sha'alan, U.H. and H.K. Saaed. “The impact of developmental leadership on adaptive performance: Analytical research in general directorates of education in Baghdad Province.” Journal of Economics and Administrative Sciences, vol. 29, no. 137, 2023, pp. 1–13.

2. Al Hessani, U.M.A. and A.A. Al Rawi. “Administrative empowerment in Iraqi international soccer fields.” Journal of Physical Education, vol. 32, no. 2, 2020.

3. Asiri, A.A.I. and O. Al Sharqi. “The impact of administrative empowerment on the performance of King Abdul-Aziz Hospital in Makkah City (an applied study).” Journal of Human Resource and Sustainability Studies, vol. 8, no. 2, 2020, pp. 157–184.

4. Zangana, A.Y.E. et al. “The role of cultural intelligence in enhancing the adaptive performance of employees: An exploratory study of the opinions of a sample of the employees of the Amir Al-Mu’minin ‘P’ Hospital in Najaf.” Warith Scientific Journal, vol. 4, no. 12, 2022.

5. Zuwain, Ammar Abdel Amir and Ali Talib Abd Daham. “Enhancing adaptive performance through strategic vigilance: An analytical study in the Wasit Governorate Police Directorate.” Al-Ghari Journal of Economic and Administrative Sciences, vol. 19, no. 2, 2023, pp. 155–178.

6. Park, S. and S. Park. “Employee adaptive performance and its antecedents: Review and synthesis.” Human Resource Development Review, vol. 18, no. 3, 2019, pp. 294–324.

7. Kaltiainen, J. and J. Hakanen. “Fostering task and adaptive performance through employee well-being: The role of servant leadership.” BRQ Business Research Quarterly, vol. 25, no. 1, 2022, pp. 28–43.

8. Park, Y. et al. “Organizational support and adaptive performance: The revolving structural relationships between job crafting, work engagement, and adaptive performance.” Sustainability, vol. 12, no. 12, 2020, p. 4872.

9. Górak-Sosnowska, K. and K. Piwowar-Sulej. “The well-being of female administrative staff in managerial positions in Polish higher education institutions.” Central European Management Journal, 2023.

10. Rezk, S.E.I. et al. “Information and communication technology: Nurses’ empowerment at Alahrar Teaching Hospital.” Journal of Pharmaceutical Negative Results, 2023, pp. 3592–3606.