Neutralizing Perceptions of BPR Hard Part among Shipyard Employees

  • Authors

    • Azman Ismail
    • Nor Hasni Osman
    2018-11-27
    https://doi.org/10.14419/ijet.v7i4.19.22018
  • BPR, radical change, clean slate process, top own approach, employee’s perceptions.
  • Abstract

    Deploying of BPR faces a lot of challenges either during pre-implementation, post-implementation,or both. Negative perceptions of BPR are one of the challenges normally happened during BPR deployment andit must be neutralized before it creates unnecessary resistance among employees. This research aims toneutralized BPR hard part such as radical change, clean slate process, and top down approach during revampingof project disbursement process in Shipyard. This study used qualitative method with interactive ActionResearch Cycle to neutralized BPR hard part using available BPR key critical success factors within Shipyardworking environment. The findings were based on interview conducted on twelve interviewees from Shipyard’scross-functional department and stake holders related to project disbursement process. Negative perceptionduring pre-implementation was gradually reduced and become more positive after applying BPR key CSF’sduring project implementation.

     

     

  • References

    1. [1] Amrita M. A, & Aisha Sheriff (2016). An Investigation of Perception of Business Process Reengineering in Indian Manufacturing Industry. European Journal of Business and Management, 8(4), 152–158.

      [2] Al-Mashari, M., & Zairi, M. (2000). Revisiting BPR: a holistic review of practice and development. Business process management journal, 6(1), 10-42.

      [3] Amanquah, B., & Adjei, K. S. (2013). Business process reengineering (BPR) in the financial services sector: A Case study of Ghana commercial bank (GCB) limited. European Journal of Business and Management, 5(29), 59-66.

      [4] Hassen, B. (2012). An Assessment On The Challenges And Achievements Of Bpr Implementation In The Oromia Civil Service And Good Governance Bureau.

      [5] Cao, G., Clarke, S., & Lehaney, B. (2001). A critique of BPR from a holistic perspective. Business process management journal, 7(4), 332-339.

      [6] Dubey, S. K., & Bansal, S. (2012). Critical success factors in implementing BPR in a government manufacturing unit–an empirical study. International Journal of Business and Management, 8(2), 107.

      [7] Eby, L. T., Adams, D. M., Russell, J. E., & Gaby, S. H. (2000). Perceptions of organizational readiness for change: Factors related to employees' reactions to the implementation of team-based selling. Human relations, 53(3), 419-442.

      [8] Edward, L. N., & Mbohwa, C. (2013, February). The Role of Leadership in Business Process Reengineering “Leaders, do you want to change?â€. In Information and Knowledge Management Conference, available at: www. iiste. org ISSN (pp. 2224-5758).

      [9] Eftekhari, N., & Akhavan, P. (2013). Developing a comprehensive methodology for BPR projects by employing IT tools. Business process management journal, 19(1), 4-29.

      [10] Ghatari, A. R., Shamsi, Z., & Vedadi, A. (2014). Business process reengineering in public sector: ranking the implementation barriers. International Journal of Process Management and Benchmarking, 4(3), 324-341.

      [11] Habib, M. N. (2013). Understanding critical success and failure factors of business process reengineering. International Review of Management and Business Research, 2(1), 1.

      [12] Hammer, M. (1990). Reengineering work: don't automate, obliterate. Harvard business review, 68(4), 104-112.

      [13] Hammer, M., & Champy, J. (1993). Reengineering the Corporation-a Manifesto for Business Revolution. New York 1994. Davenport, TH: Process Innovation—Reengineering Work through Information Technology, Boston.

      [14] Ismail, A., & Osman, N. H. (2016). Empowering to Improve Submission of Claim Process in Local Shipyard, in Malaysia. Sains Humanika, 8(4-2).

      [15] Kassahun, A. (2012). The effect of business process reengineering (BPR) on public sector organisation performance in a developing economy context.

      [16] Kuhil, A. M. (2014). Business process reengineering and organizational performance: a case of Ethiopian banking sector (Doctoral dissertation).

      [17] Mohapatra, S. (2012). Business process reengineering: automation decision points in process reengineering. Springer Science & Business Media.

      [18] Mturi, P. N. L. (2014). The Effect of Business Process Reengineering On Staff Turnover: A Case Study of KK Security Group of Companies (Doctoral dissertation, United States International University-Africa).

      [19] Mutua, O. (2013). Employee Perception On The Effects Of Business Process Reengineering On The Performance Of Mara-Ison Technologies (Doctoral Dissertation, School Of Business, University Of Nairobi).

      [20] Nicholds, B. A., & Mo, J. P. (2015). Risk assessment of business process re-engineering projects. Open Journal of Social Sciences, 3(3), 30-34.

      [21] Sikdar, A., & Payyazhi, J. (2014). A process model of managing organizational change during business process redesign. Business Process Management Journal, 20(6), 971-998.

      [22] Sulaiman, M. Y., Rahim, R. A., Mohamad, Z., Anas, A. S., Jalil, I. H. M., Ishak, M., … Intan, S. W. T. A. R. (2017). Malaysian Shipbuilding/Ship Repair Industry Report 2017/2018.

      [23] Vakola, M. (1999). Business process re-engineering and organisational change: evaluation of implementation strategies (Doctoral dissertation, University of Salford).

      [24] Vithessonthi, C. (2005). A Perception-based View of the Employee: A Study of Employees' Reactions to Change (Doctoral dissertation, University of St. Gallen [Host]).

      [25] Weerakkody, V., Janssen, M., & Dwivedi, Y. K. (2011). Transformational change and business process reengineering (BPR): Lessons from the British and Dutch public sector. Government Information Quarterly, 28(3), 320-328.

      [26] Zainal, K., Noor, A. M., Intan, S. W. T. A. R., & Mahfar, N. (2013). Malaysian Shipbuilding/Ship Repair Industry Report 2013/2014.

      [27] Zainal, K., Noor, A. M., Intan, S. W. T. A. R., Mahfar, N., & Jalil, D. S. A. (2016). Malaysian Shipbuilding/Ship Repair Industry Report 2015/2016.

  • Downloads

  • How to Cite

    Ismail, A., & Hasni Osman, N. (2018). Neutralizing Perceptions of BPR Hard Part among Shipyard Employees. International Journal of Engineering & Technology, 7(4.19), 68-71. https://doi.org/10.14419/ijet.v7i4.19.22018

    Received date: 2018-11-28

    Accepted date: 2018-11-28

    Published date: 2018-11-27