This presentation discusses the role of HRM in Business Process Reengineering (BPR), potential challenges in BPR implementation, strategies used by companies to address the challenges, and recommendations for implementation. The presentation cites relevant literature and studies to support the discussion.
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Role of HRM in Business Process Reengineering.Name: Institution: Date:
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TQM and BPR οTQM and BPR have a cross-functional relationship (Stoddard 2011) οTQM-focuses on gradual improvement and incremental change οBPR- focuses on redesigning and improving work process in a specific timeframe Stoddard, D 2011, 'Business Reengineering at CIGNA Corporation: Experiences and Lessons Learned From the First Five Years',MIS Quarterly, 18, 3, pp. 233-250.
Cont.. οExisting literature describes Business Process Re- engineering and change management in the service sector (Wheeler 2012) οvery little has been written on the challenges of its implementation. οIt is fundamental rethinking and radical redesigning of a business process Wheeler, D 2012, 'Facilities Strategic Business Responses to Sustainability',Greener Management International, 40, pp. 107-119.
Potential Challenges in Business Process Reengineering οLack of flexibility-IT-outsourcing services are more flexible making big problems for operational management (Wheeler 2002). οImpatience-Organizations are in a hurry to reap the profit rather than the process required to understand its operation οWheeler, D 2012, 'Facilities Strategic Business Responses to Sustainability',Greener Management International, 40, pp. 107-119.
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Cont.. οPoor skills-there is limited IT-sourcing skills and often depend on external consultancy services (Stoddard 2011, p. 236) οInsufficient financial support-this limits essential aspects like staff training for many small-scale organizations Stoddard, D 2011, 'Business Reengineering at CIGNA Corporation: Experiences and Lessons Learned From the First Five Years',MIS Quarterly, 18, 3, pp. 233-250
Strategies used by Companies in Addressing the challenges ο1. Organizational ownership rather than external consultants οThe step helps in ensuring clear understanding and value of the tool rather than depending on external consultants according to Henack (2011, p. 90) . οEquips the workforce with the necessary skills for effective implementation and use Henack, W 2011, 'Balance in Business Reengineering: An Empirical Study of Fit and Performance',Journal Of Management Information Systems, 14, 1, pp. 93-118.
Cont.β¦ ο2. Henack (2011) denotes that full management participation and funding. This involves; οFunding οsetting new standards οencouraging others to adopt innovative approaches Henack, W 2011, 'Balance in Business Reengineering: An Empirical Study of Fit and Performance',Journal Of Management Information Systems, 14, 1, pp. 93-118.
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RecommendationsοThe implementation of business re-engineering should be accompanied by; οΆStrategic planning- address IT leverage as a competitive business tool (Stoddard 2011) οΆSponsored by top executives who are still in the job οΆOrganizational ownership rather than external consultants οΆManagers and workers to form the cross functional teams Stoddard, D 2011, 'Business Reengineering at CIGNA Corporation: Experiences and Lessons Learned From the First Five Years',MIS Quarterly, 18, 3, pp. 233-250.
Conclusion οBusiness process reengineeringis an effective tool for change management οthere are several challenges facing its implementation process. οchange management during the business process reengineering implementation is the determinant of the extent of its failure or success
ReferencesοHenack, W 2011, 'Balance in Business Reengineering: An Empirical Study of Fit and Performance',Journal Of Management Information Systems, 14, 1, pp. 93-118. Business Source Premier, EBSCOhost, viewed 24 April 2018. οStoddard, D 2011, 'Business Reengineering at CIGNA Corporation: Experiences and Lessons Learned From the First Five Years',MIS Quarterly, 18, 3, pp. 233-250. οWheeler, D 2012, 'Facilities Strategic Business Responses to Sustainability',Greener Management International, 40, pp. 107-119.