01Aug 2019

IMPLEMENTING BUSINESS PROCESS REENGINEERING (BPR) IN GOVERNMENT ORGANIZATION.

  • Department of Accounting and Finance, College of Business and Economics, Wollo University, Ethiopia.
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Government organizations can use Business Process Reengineering (BPR) to enhance their performances in terms of reducing processes? cost and cycle time, increasing service quality, and increasing customers and employees satisfaction. However, the implementation phase of BPR pointed as the most challenging. Thus this study tried to study the factors that leads to delay BPR implementation in government organization case of Afar region sector bureaus, Ethiopia. In this research, concurrent triangulation strategy of mixed method research design adopted. Survey, interviews and document review strategy of inquiry have been used. Totally 160 respondents taken as respondents for the survey. The interviews have been made with individuals who have served as design team members of the region. The document review is made by acquiring BPR project reports from the region. Results of the study showed that the region used BPR to reduce the processes cycle time and cost, to increase service quality, customers? satisfaction, and employees? satisfaction. However, the region faced challenges to implement the redesigned processes. The factors impended to successfully implement BPR in the region categorized as top management support factors, change management factors, organizational factors, BPR project management factors, information technology factors (IT) and country related factors. In general, this study suggests to take corrective measures before the project entirely fail.

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[Naod Mekonnen. (2019); IMPLEMENTING BUSINESS PROCESS REENGINEERING (BPR) IN GOVERNMENT ORGANIZATION. Int. J. of Adv. Res. 7 (Aug). 109-120] (ISSN 2320-5407). www.journalijar.com

Naod Mekonnen
Department of Accounting and Finance, College of Business and Economics, Wollo University, Dessie, Ethiopia

DOI:

Article DOI: 10.21474/IJAR01/9482      
DOI URL: http://dx.doi.org/10.21474/IJAR01/9482

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