Business Process Reengineering (BPR) In the Financial Services Sector: A Case Study of Ghana Commercial Bank (GCB) Limited (original) (raw)
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Int. J. Bus. Soc. Sci, 2011
The objective of this paper is to examine the factors or dimensions of BPR that may influence the bank performance. Additionally, it also explores the implementation level of business process reengineering (BPR) in Nigerian financial institutions. A pilot test was conducted to seek these objectives. Instruments content and face validity, and reliability were examined through panel of expert in both academic and practice. The data received from the commercial bank departments was analysed using the SPSS software. The results show that the dimensions of BPR are reliable and valid. In addition, BPR implementation was found in various operations processes in Banks. The research is significant because it explores the level of BRP implementation in Nigerian banks and validates the instrument of various BPR dimensions in which most of these dimensions still need to be further explored.
Business Process Reengineering and Performance of Commercial Banks in North Central Nigeria
This study looked at business process reengineering and the performance of commercial banks in north central Nigeria. The need for this study arises from the dearth of empirical work on this subject matter especially as covering the north central zone of Nigeria. A sample size of 501 was drawn from a population of 17977 in 12 selected commercial banks in middlebelt, Nigeria. Survey design method was used and data were collected using questionnaire and structured interview. The analysis of data interpretation yielded the following findings: Speed enhanced the profitability of commercial banks in north central Nigeria to a great extent; there was a significant positive relationship between corporate restructuring and competitive advantage; appropriate level of process knowledge and effective process reorientation were the critical success factors for a successful business process reengineering exercise in the banking sector in north central Nigeria. In conclusion, banks that are adopting business process re-engineering have different success level. Individual organization's success depends on established balance between organization structure and organization's environment. It is recommended that employees be trained and retrained on how best to get rid of processes that do not add value to customers.
The objective of this paper is to examine the factors or dimensions of BPR that may influence the bank performance. Additionally, it also explores the implementation level of business process reengineering (BPR) in Nigerian financial institutions. A pilot test was conducted to seek these objectives. Instruments content and face validity, and reliability were examined through panel of expert in both academic and practice. The data received from the commercial bank departments was analysed using the SPSS software. The results show that the dimensions of BPR are reliable and valid. In addition, BPR implementation was found in various operations processes in Banks. The research is significant because it explores the level of BRP implementation in Nigerian banks and validates the instrument of various BPR dimensions in which most of these dimensions still need to be further explored.
Exploring the Implementation of Business Process Reengineering in Banks
Asian Social Science, 2013
The changing dynamics of banking and business environment forced banks to re-engineer their operational process for fantastic business performance. The bank operational process which is intended to meet emerging challenges of bank consolidation, operating cost containment, improvement of customer service and increase revenue call for innovative banking practices through Business Process Re-engineering. This is to enable Nigerian banks to incorporate strategic innovative customer schemes in order to bridge the service gap inherent in a Nigerian banking sector. The broad objectives of this study are: 1) to determine the current status of an operational process reengineered in the Nigerian banks; and 2) To determine the most organizational objective of BPR implementation in Nigerian banks. Self-delivery and collection of data strategy with help of research assistants were used to in this study. Out of 560 questionnaires distributed to the sampled banks, 417 were returned representing 74% rate. First, the study found that Nigerian banks surveyed have re-engineered their branch operations, customer services, cash tellering services, cheque's clearing, domestic fund transfer, loan processing, credit administration and appraisal. In addition, 21.3% of the banks surveyed have reengineered their services with respect to foreign operations, process for letter of credit, Western Union/MoneyGram money payment and wire transfer to a fund through SWIFT and other electronic channels. Second, the result showed that 24.7% of the surveyed banks agreed that enhancement of profit is the most objective of BPR implementation. These followed closely by 23.3% of the surveyed banks that are of the opinion that improvement over the quality of customer service is the most objective of BPR adoption. Furthermore, 20.4%, 11.5% and 12.9% of the survey banks are of the opinion that organisation objective of BPR adoption was to either be proactive, reactive for future/current challenges, competitive pressure being faced as a result of globalization and deregulation of the financial sector or to reduce operating cost respectively. The outcome from this study provides important insights to both managers and researchers for further understanding about the objectives of BPR adoption, and the operational processes reengineered by the banks. The necessary suggestions on new area of research were recommended for future study.
Journal of US-China Public Administration, 2015
The Kenyan banking sector has found it is important to take up business process reengineering (BPR) in an attempt to greatly improve performance. The aim of the study was to investigate factors that influence performance of BPR projects in the Kenya Commercial Bank (KCB). The study adopted a descriptive and inferential research design. The target population was 4,066 employees of KCB Ltd from which a sample size of 351 was derived to participate in the study. The study found that management commitment, communication of change, processes and systems management and, monitoring and evaluation influence the performance of BPR projects at KCB Ltd. The study concluded that employees at KCB Ltd were communicated early enough on the business processes; the needs for change were clearly communicated to them. The study concludes that monitoring and evaluation affect BPR through the kind of support offered and participation in strategy formulation. The study recommends that effective change management is a success factor for BPR; organizations should therefore ensure that communication of change is made to enhance the meeting of project objectives and effectively prepare their organizations for change.
Business Process Reengineering in Organizational Performance in Nigerian Banking Sector
Academic Journal of Interdisciplinary Studies, 2014
In this study, discussion which is an offshoot of the statement of the objectives, review of empirical studies and the theoretical framework will essentially focus on the strategies to achieve the stated objectives. According to the advocates of Business Process Reengineering (BPR), the ultimate solution for increasing productivity and quality while cutting costs at the same time, putting the customer first has finally been found. Recommendations were proffered for Caseteams to comprise of both managers as well as those who actually do the work and BPR to be 'owned' by the organization and not driven by outside consultants, among others.
International journal of entrepreneurial research, 2022
Organizations gunning for survival must adopt or adjust their strategies in order to respond to these changes. Business Process Re-engineering (BPR) has become inevitable due to its being considered as one of the measures taken to address and adapt to the changes in the business world. Information and Communication Technology has been identified as one of the enablers of BPR and this study sought analyse the role of IT in BPR implementation to improve customer satisfaction in the banking sector. This study was guided by a pragmatic research paradigm which underpins a mixed method approach. A cross sectional survey approach was adopted, and a mixed method of data collection was employed to collect data from 76 respondents. IBM's Statistical Package for Social Sciences software version 22 was used to analyze data which was later presented in tables, pie charts and bar graphs. The results revealed that IT played a major role in BPR implementation and that customer satisfaction depended on the successful implementation of BPR. The study concluded that it would be impossible to implement BPR without IT. The study recommended that banking institutions should continue reengineering their processes so as to remain relevant in the ever changing and technological advanced business world and also recommended that continuous training of employees on new banking operating systems and should install requisite up to date software.
Business Process Reengineeering and Performance of Commercial Banks: An Exploration of Issues
Journal of Management and Entrepreneurship, 2021
This paper examined Business Process Reengineering (BPR) and Performance in Commercial Banks: An Exploration of Issues. The focus of this paper centers on some BPR theories and the BPR failure factors. The paper also offered a number of contributions/benefits of BPR to organizations which include; that IT infrastructure positively influence performance in commercial banks, that there is a strong positive relationship between process redesign and performance in organizations, and that customer focus positively influence performance in commercial banks. Consequently, the paper suggests that BPR failure factors could well be managed by the adoption of some policy measures which include; that top managements' of commercial banks should provide a clear direction or vision in order to help BPR team members to be directed towards the desired results, that top managements' of commercial banks should not over-rely on IT solutions. They should rather investigate the business process and attempt to simplify not automate an ineffective process, and that top managements' of banks should correctly define their business process objectives.