An investigation into the Relationship between Business Processes Re-engineering (BPR) and Employees' Performance
An empirical study at the Jordanian public shareholding companies
Keywords:
Business Processes Re-engineering, Employees' Performance, Organization performance
Abstract
This study is aiming at exploring and analyzing the relationship between the three dimensions of Business Re-engineering Processes (Organization’s Structural, Procedural and Technological) (BPR) and the three aspects of employees' performance (knowledge, skill, and attitude). The main results of this study have revealed that there is a positive, strong, and significant relationship between the BPR dimensions and employee performance. It also indicates that there is a statistically significant effect of the BPR dimensions on the employee’s performance.
References
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[2] M .Abdous. and Wu He. A Framework for Process Reengineering in Higher Education: A case study of distance learning exam scheduling and distribution, International Review of Research in Open and Distance Learning. 2008, Volume 9. Number 3.
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[34] H. Ahmad., A. Francis, M. Zairi. Business Process Reengineering: Critical Success Factors in Higher Education. Business Process Management Journal, 2007, 13(3), pp. 451-469.
[35] K. Salimifard, M.Abbaszadeh, A.Ghorbanpour. Interpretive Structural Modeling of Critical Success Factors in Banking Process Re-engineering. International Review of Business Research Papers, 2010, 6(2), pp.95-103.
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[37] Y. Borgianni., G. Cascini, F. Rotini. Business Process Reengineering driven by customer value: a support for undertaking decisions under uncertainty conditions. Computers in Industry, 2015 Volume 68 Issue C.
[38] C. Holland, D.Shaw, P.Kawalek. BP's Multi-enterprise Asset Management System. Information and Software Technology, 2005, 47(15), PP. 999-1007.
[39] J. Matwani, R.Subramanian, P.Gopalakrishna. Critical Factors for Successful ERP Implementation: Exploratory Findings from Four Case Studies. Computers in Industry, 2005, 56, pp. 529-544.
[40] A.Patwardhan. and D.Patwardhan. Business process re‐engineering – saviour or just another fad? One UK health care perspective. International Journal of Health Care Quality Assurance, 2008, 21 (3), pp.289-296.
[41] M. Bevilacqua, F.Ciarapica, G.Giacchetta. Business Process Reengineering of a Supply Chain and a Traceability System: A Case Study. Journal of Food Engineering, 2009, 93 (1), pp.13-22.
[42] S.Wamba, and D. Mishra. Big Data Integration with Business Processes: a literature review. Business Process Management Journal, 2017, 23(3), pp. 477-492.
[43] T. Crowe, P. Fong, T.Bouman, J. Zayas‐Castro. Quantitative Risk Level Estimation of Business Process Reengineering Efforts. Business Process Management Journal, 2002, 8(5), pp. 490-511.
[44] H. Reijers, and S. Mansar. Best Practices in Business Process Redesign: An Overview and Qualitative Evaluation of Successful Redesign Heuristics. Omega, 2005, 33(4), pp. 283-306.
[45] T. Davenport. The Fad That Forgot People. https://www.fastcompany.com/26310/fad-forgot-people.
[46] J.Champy. Reengineering Management: The Mandate for New Leadership. Harper Business, London 1995
[47] T. Davenport. Process Innovation: Reengineering Work through Information Technology. Harvard Business School Press, Boston, MA. 1992.
[48] T. Manoharan. , C. Muralidharan, S.Deshmukh. A composite Model for Employees' Performance Appraisal and Improvement. European Journal of Training and Development, 2012, 36(4), pp.448-480.
[49] S. Arora, and S.Kumar. Reengineering: A focus on enterprise integration. Interfaces, 2000, 30(5), pp. 54-71.
[50] T.Rao, R Rao, T.Yadav. A Study of HRD Concepts, Structure of HRD Departments, and HRD Practices in India. Vikalpa, 2007, 26(1), pp. 49-63.
[51] I.Peronja. Performance Effects of the Business Process Change in Large Enterprises: The Case of Croatia. Management, 2015, 20(1), pp. 1-22.
[2] M .Abdous. and Wu He. A Framework for Process Reengineering in Higher Education: A case study of distance learning exam scheduling and distribution, International Review of Research in Open and Distance Learning. 2008, Volume 9. Number 3.
[3] H. Abubakar. Effects of Business Process Reengineering on Organizational Performance: Organizational Transformation of Tour and Travel Business, Asian Journal of Applied Sciences, 2016, Volume 04 – Issue 01.
[4] B. Kocaoglu. and A. Zafer Acar, Developing an ERP Triggered Business Process Improvement Cycle from a Case Company, Social and Behavioral Sciences, 2015,181 107 – 114.
[5] H. Willmott, Business Process Re‐engineering and Human Resource Management. Personnel Review, 1994, Vol. 23 Issue: 3, pp. 34-46,
[6] Q. Baiden. Effect of Organizational Re-engineering on Employees Performance Case Study of Toyota Ghana Limited, unpublished Master thesis. 2016.
[7] S.Childe, R.maull, J. Bennett. Frameworks for Understanding Business Process Re‐engineering, International Journal of Operations & Production Management, 1994,Vol. 14 Issue: 12, pp.22-34
[8] S. Biazzo. A critical examination of the business process re‐engineering phenomenon. International Journal of Operations & Production Management, 1998,Vol. 18 Issue: 9/10, pp.1000-1016
[9] K. Ringim, M.Razalli, N.Hasnan. Effect of Business Process Reengineering Factors on Organizational Performance of Nigerian banks: Information Technology Capability as the Moderating Factor. International Journal of Business and Social Science, 2011, 2(13), PP. 198-201.
[10] D. Setegn, M.Ensermu, P. Krishna Moorthy. Assessing the Effect of Business Process Reengineering on Organizational Performance. Journal of Arts, Science & Commerce, 2013, Vol.–IV, Issue–1. January, PP. 115-123.
[11] A.Sidikat, and A. Ayanda. Impact Assessment of Business Process Reengineering on Organizational Performance. European Journal of Social Sciences, 2008, 7(1), PP. 115-125.
[12] I. Long Wu. A model for implementing BPR based on strategic perspectives: an empirical study, Information & Management, 2002, 39 (4) .313–324.
[13] Jackson, N. Business Process Re-engineering. Management Services, 1997, pp. 34-6.
[14] S.Chan, and C. Choi. Conceptual and Analytical Framework for Business Process Reengineering. International Journal of Production Economics, 1997, 50(2), PP. 211-223.
[15] M. AbdEllatif, M. Farhan, N.Shehata. “Overcoming business process reengineering obstacles using ontology-based knowledge map methodology. Future Computing and Informatics Journal, 2018, 3(1).
[16] M., Al-Mashari, Z. Irani, M. Zairi. Business Process Reengineering: A Survey of International Experience. Business Process Management Journal, 2001, 7 (5), PP. 437 – 455.
[17] M. Attaran. Information Technology and Business-process Redesign. Business Process Management Journal, 2003, 9(4), pp. 440-458.
[18] M. Hesson. Business Process Reengineering in UAE Public Sector: A naturalization and residency case study. Business Process Management Journal, 2007, 13 (5), pp. 707-727.
[19] F. Zucchi. and J. Edwards. Human Resource Management Aspects of Business Process Reengineering: A Survey. Business Process Management Journal, 1999, 5 (4), pp.325-344.
[20] J. Brocke, J.Recker, J. Mendling. Value‐oriented Process Modeling: Integrating Financial Perspectives into Business Process Re‐design. Business Process Management Journal, 2010, 16(2), pp.333-356.
[21] S.Box. and K.Plattes. Business Process Management: Establishing and Maintaining Project Alignment. Business Process Management Journal, 2005, 11(4), pp. 370-387.
[22] M. Hammer, and S.Stanton. The Reengineering Revolution Handbook, Harper Collins, London. 1994.
[23] M. Wells. Business Process Re-engineering Implementations Using Internet Technology. Business Process Management Journal, 2000, 6(2), PP. 164-184.
[24] C. Piorier, and I. Walker. Business Process Management Applied: Creating the Value Managed Enterprise. J. Ross Publishing, Inc, U.S.A. 2005.
[25] G. Dessler. Human Resource Management. 9th edition, New Jersey: Prentice- Hall. 2003.
[26] D..Brown, and D.Harvey. An Experiential Approach to Organization Development. 6th Edition, New Jersey: Prentice Hall. 2001.
[27] M.Barrier. Re-engineering your Company. Nation’s Business, 1994, 82(2), pp. 16-22.
[28] J. Chang. Business Process Management Systems: Strategy and Implementation. Auerbach Publications, Taylor and Francis Group. 2006.
[29] G. Jamali, M. Abbaszadeh, M. Ebrahimi, T. Maleki. Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors. International Journal of e-Education, e-Business, e-Management and e-Learning, 2011, 1(5), pp. 354-359.
[30] A. Anand, S. Wamba, D. Gnanzou. A literature review on business process management, business process reengineering, and business process innovation. In J. Barjis, A. Gupta and A. Meshkat (Eds.), 9th International Workshop on Enterprise and Organizational Modeling and Simulation (EOMAS) Held at International Conference on Advanced Information Systems Engineering (CAiSE) (pp. 1-23). Heidelberger Platz 3, D-14197 Berlin, Germany: Springer-Verlag Berlin. 2013.
[31] A .Gunasekran, and B. Kobu. Modelling and Analysis of Business Process Reengineering. International Journal of Production Research, 2002, 40(11), pp. 2521-2546.
[32] D. Kiran. Total Quality Management, Butterworth-Heinemann. 2017.
[33] H. Ahadi. An Examination of the Role of Organizational Enablers in Business Process Reengineering and the Impact of Information Technology. Information Resource Management Journal, 2004, 17(4), pp. 65-72.
[34] H. Ahmad., A. Francis, M. Zairi. Business Process Reengineering: Critical Success Factors in Higher Education. Business Process Management Journal, 2007, 13(3), pp. 451-469.
[35] K. Salimifard, M.Abbaszadeh, A.Ghorbanpour. Interpretive Structural Modeling of Critical Success Factors in Banking Process Re-engineering. International Review of Business Research Papers, 2010, 6(2), pp.95-103.
[36] M.Sharma. Business Process Reengineering: A Tool to Further Bank Strategic Goals. Journal of Management Information Systems, 2006, 12 (1), PP. 65-74.
[37] Y. Borgianni., G. Cascini, F. Rotini. Business Process Reengineering driven by customer value: a support for undertaking decisions under uncertainty conditions. Computers in Industry, 2015 Volume 68 Issue C.
[38] C. Holland, D.Shaw, P.Kawalek. BP's Multi-enterprise Asset Management System. Information and Software Technology, 2005, 47(15), PP. 999-1007.
[39] J. Matwani, R.Subramanian, P.Gopalakrishna. Critical Factors for Successful ERP Implementation: Exploratory Findings from Four Case Studies. Computers in Industry, 2005, 56, pp. 529-544.
[40] A.Patwardhan. and D.Patwardhan. Business process re‐engineering – saviour or just another fad? One UK health care perspective. International Journal of Health Care Quality Assurance, 2008, 21 (3), pp.289-296.
[41] M. Bevilacqua, F.Ciarapica, G.Giacchetta. Business Process Reengineering of a Supply Chain and a Traceability System: A Case Study. Journal of Food Engineering, 2009, 93 (1), pp.13-22.
[42] S.Wamba, and D. Mishra. Big Data Integration with Business Processes: a literature review. Business Process Management Journal, 2017, 23(3), pp. 477-492.
[43] T. Crowe, P. Fong, T.Bouman, J. Zayas‐Castro. Quantitative Risk Level Estimation of Business Process Reengineering Efforts. Business Process Management Journal, 2002, 8(5), pp. 490-511.
[44] H. Reijers, and S. Mansar. Best Practices in Business Process Redesign: An Overview and Qualitative Evaluation of Successful Redesign Heuristics. Omega, 2005, 33(4), pp. 283-306.
[45] T. Davenport. The Fad That Forgot People. https://www.fastcompany.com/26310/fad-forgot-people.
[46] J.Champy. Reengineering Management: The Mandate for New Leadership. Harper Business, London 1995
[47] T. Davenport. Process Innovation: Reengineering Work through Information Technology. Harvard Business School Press, Boston, MA. 1992.
[48] T. Manoharan. , C. Muralidharan, S.Deshmukh. A composite Model for Employees' Performance Appraisal and Improvement. European Journal of Training and Development, 2012, 36(4), pp.448-480.
[49] S. Arora, and S.Kumar. Reengineering: A focus on enterprise integration. Interfaces, 2000, 30(5), pp. 54-71.
[50] T.Rao, R Rao, T.Yadav. A Study of HRD Concepts, Structure of HRD Departments, and HRD Practices in India. Vikalpa, 2007, 26(1), pp. 49-63.
[51] I.Peronja. Performance Effects of the Business Process Change in Large Enterprises: The Case of Croatia. Management, 2015, 20(1), pp. 1-22.
Published
2019-07-29
How to Cite
Ridha, M., & Al-Fawaeer, M. (2019). An investigation into the Relationship between Business Processes Re-engineering (BPR) and Employees’ Performance. Review of Applied Socio-Economic Research, 17(1), 5-17. Retrieved from https://www.reaser.eu/ojs/ojs-3.1.2-1/index.php/REASER/article/view/6
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Articles
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