INFLUENCE OF BUSINESS PROCESS RE-ENGINEERING ON EMPLOYEE PERFORMANCEIN HOMA BAY COUNTY ASSEMBLY, KENYA (original) (raw)
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In Ethiopia, Addis Ababa City Administration is implementing business process reengineering in order to improve the performance of its public institutions. During the period June to October 2008, experts drawn from different sectors participated in the redesigning and organizing of business processes through shifting from functional /departmental structure to process-centered organizing practices. This study is part of the initial evaluative studies to assess the effect of business process reengineering on the management of human resources in Addis Ababa City Administration. It is based on a sample of 480 employees drawn from various city departments. Focus group discussions, key informant interviews and personal observations were used to collect data for the study. The study results show that the number of employees in the city increased after reengineering. This was due to new posts created during the reengineering process through the decentralization of some processes to the local levels (sub-city and kebele levels) of the city. Study results further show that even though process selection was adequately done in many departments, some activities were not properly regrouped after processes were redesigned which resulted in multiple approvals and delays in decision making. Employee participation during reengineering was weak. The front line employees did not get sufficient information and proper performance evaluation was not undertaken. Managers were not involved in the designing, coaching and advocacy roles, and are still engaged in operational and routine activities. Employee satisfaction was found to be low because there is no incentive system. However, employees‟ efforts to achieve the set standards and improve service delivery and their initiation for change improved despite the fact that the system as whole is not automated. Further, accountability and responsibility of management also improved as a result of the BPR. Key words: Business process reengineering, decentralization, reengineering process, communication, human resource development, managerial competence, incentive schemes.
Evaluation on BPR Implementation in Ethiopian Higher Education Institutions
This paper analyzes business process re-engineering (BPR) implementation at Ethiopian higher education institutions (EHEI’s) taking Mekelle University, Mekelle and Aksum University, Aksum as cases. It investigates the current status and effectiveness of BPR implementations at the EHEI’s. It reviews the literature relating to the hard and soft factors that cause success and failure for BPR implementations, classifies these factors into subgroups, and identifies critical success and failure factors. Finally, it explains how these factors influence the process of BPR implementation in the higher institutions. Primary data were collected by means of survey questionnaires from academic staff members and interviews with the academics core process owners. One hundred sixty survey questionnaires were distributed to Mekelle (110) and Aksum (50) universities. All the questionnaires were filled and properly received from both universities. The respondents for the survey were all academic staff members from all departments and posts (technical assistant, graduate assistant, assistant lecturer, lecturers and professors). The findings of the research show that the institutions’ performance is not effective in terms of communicating and accomplishing the goals and objectives of BPR. The current progress of BPR in the institutions is also at low level. The findings also show that effective utilization of resources, having BPR motivated by customer demands, good information exchange and flow, continuous performance improvement, using technology as enabler not as solution, developing and communicating clear written goals and objectives, proper alignment of BPR strategy with the corporate strategy, using progress evaluation are the most important factors that enable BPR implementation to be successful, whereas lack of employee training, unrealistic report to outsiders that hide actual progress of BPR implementation, management frustration with slow business results, lack of management determination, top management reluctance to fund BPR implantations, lack of senior management enthusiasm, incapability of information technology (IT) to support BPR requirements are negatively associated with successful implementation of BPR in higher institutions educations.
this study aims to present recent research and development in the field of Business process Improvement (BPI) and in the Human Resource Management processes across the multinational organization around the globe. The basic and fundamental purpose of this study is to explore important yet unexplored matters of Human Resource Management practices in MCB Bank, Pakistan. Literature provides the strong evidence to lay a platform which provides the most authenticated and authorized practices that have been adopted by successful organizations. Traditional BPI methodologies have been used by several manufacturing and service industries in order to make their business processes successful than before. Strategic HRM has significantly changed the way of organizations deal with their human capital by adopting such processes which could increase the process efficiency, employee job satisfaction and give a comprehensive structure for HR department Over the years, it has been accepted by all goal-oriented organizations, to have the best human capital or HR, they must have structured process improvement strategies to be implemented. Business Process Improvement Strategies aligned with strategic objectives provide a strong platform for organizations to deal in the best way regarding HR activities. This study specifically explores the alignment issues of strategies in the HR process of a well-known Bank. Both interviews and survey of managers, employees provide a strong insight of the problem covering the effectiveness issues of Recruitment/Selection process and performance measurements of the employees. Moreover, Simulation using Arena has been done to analyze the model in a broader perspective. Statistical verification through Paired-T-test further validates the significance of model having two different plans. Results of these two plans explore the benefits of applying BPI .It is clearly shown that the lack of implementation of process improvement techniques leads to poor performance and effectiveness as a whole. Introduction Background After effects of World War II influenced the whole business world including Management Science and Business Planning around the globe .It primarily influenced the competition among organizations by differentiating their core competencies. As we moved towards the 21st century, the global competition proved to be the critical factor that needs to be considered while it comes to business planning and people management. People are directly responsible for the success of their organization. Wrong hiring can be the reason of failure in achieving strategic goals. Therefore, it is of great importance that the human capital, organization going to install in their system is compatible and is according to their system requirements.
BPR implementation process: an analysis of key success and failure factors
Business Process Management Journal, 1999
This paper provides a holistic view of the Business Process Re-engineering (BPR) implementation process. It reviews the literature relating to the hard and soft factors that cause success and failure for BPR implementation, classifies these factors into subgroups, and identifies key factors of success and failure. Finally, it explains how these factors influence the process of BPR implementation.
Field testing of the proposed predictors of BPR success in manufacturing firms
Journal of Manufacturing Systems, 1999
Business Process Reengineering (BPR) has been touted as necessary for dramatic improvements in organizational competitiveness. In practice, there have been successful and unsuccessful cases; thus, there is a need for systematic and rigorous assessment of the factors deemed important to project success. This paper defines success in three ways: goals and objectives accomplished by the project, benefits derived from the project, and the project's impact on company performance. Based on survey results, recommendations are made on the factors that are important to success and that minimize the risk of failure. Contact persons at the companies participating in this study were internal auditing directors and comptrollers (collectively called IAs here). Questionnaires were mailed to the IAs of 586 randomly selected manufacturing organizations. The usable sample of 135 questionnaires represented a 22% response rate. In general, the surveys showed that organizations are not emphasizing some of the most important activities and tasks recommended in the BPR literature, such as changes to customer/markat-related business processes, the valueadded element of every business activity, and applying the right innovative technology. Based on the findings as a whole, top managers should not engage in BPR before ensuring the presence of the important success factors. While the findings are based on manufacturing companies, the results may be generalizable to other industrial sectors.
A Model to Evaluate the Benefits of Applying BPR Methodology
— Although the promises from Business Process Reengineering (BPR) implementation seem impressive, there are spectacular failures. Most companies apply BPR methodology in pursuit of addressing the problems that they face, but a great disappointment came as the problems remained and only a slight change happened that was not enough to reach the desired results. As numerous studies emerged proposing different techniques to apply BPR methodology, various other studies reported reasons behind failures of the BPR implementation. However, evaluating the benefits of applying BPR is slightly disregarded by most of the researchers.Therefore, this paper aims to propose a model for evaluating the benefits of applying BPR methodology, mainly, evaluating the benefits of the already developed " To-Be " model. The suggested model is constructed from four dimensions, which are " achieving organization strategy " , " stakeholders " , " measuring the performance of business processes " , and " organization restructure ". Those dimensions have been integrated together to determine the benefits of applying BPR to the organizations, and consequently enhance the improvement of applying BPR methodology.
2015
In Ethiopia, Addis Ababa City Administration is implementing business process reengineering in order to improve the performance of its public institutions. During the period June to October 2008, experts drawn from different sectors participated in the redesigning and organizing of business processes through shifting from functional /departmental structure to process-centered organizing practices. This study is part of the initial evaluative studies to assess the effect of business process reengineering on the management of human resources in Addis Ababa City Administration. It is based on a sample of 480 employees drawn from various city departments. Focus group discussions, key informant interviews and personal observations were used to collect data for the study. The study results show that the number of employees in the city increased after reengineering. This was due to new posts created during the reengineering process through the decentralization of some processes to the loca...
European Journal of Business and Management, 2015
Business Process Reengineering (BPR) is considered to be one of the most effective techniques used by the manufacturing organizations in dealing with turbulent global economy and ever-changing customer's preferences. Implementation of BPR brings along with it many changes within the organization. This study attempts to understand and validate the organizational climate factors for effective change management Though extensive research has been done worldwide, very few empirical studies have been carried out in India. The study is based on the various success / failure factors proposed by Al-Mashari. It is hoped that better understanding of the factors will lead to higher success rates of BPR implementation. The primary data was collected from the various manufacturing industries comprising of Small Scale , Medium scale , Large scale and Multi National Companies across India using structured self-administered questionnaire. Principal Component Analaysis (PCA) with varimax rotation using SPSS19.0 was carried out in order to verify the factors proposed on the basis of literature review with respect to Indian manufacturing Sector. Upon investigation it was observed that the factors were reduced to five without omitting the items and were renamed as Organizational Culture , Educations and training , Empowerment , Equitable Compensation and Team Work. Finally it was concluded that Proper identification and adequate understanding of the organizational climate factors fostering change adaptation becomes key ingredient for successful implementation of BPR effort.