HUMAN RESOURCES ISSUES IN BUSINESS PROCESS RE-ENGINEERING (A CASE STUDY OF SHELL PETROLEUM DEVELOPMENT, COMPANY)
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HUMAN
RESOURCES ISSUES IN BUSINESS PROCESS RE-ENGINEERING
(A
CASE STUDY OF SHELL PETROLEUM DEVELOPMENT, COMPANY)
PROPOSAL
These research work
is all about human research issues in business process res-engineering a case
study of shell petroleum development company. The research aims to
achieve a number of objectives, to determine the impact of organizational
structures, to evaluate of effectiveness of team work between the
employers and employment finally it skills competence motivation and development
require to system re-engineering programmes. To approach the subject under
reviews the research work will be carried out in five chapters, chapter one
introduction of the topic the chapter two reviews related literature, chapter
three take look at research design, chapter four data analysis will be
explored, finally chapter five research findings and recommendation well
be presented. Data analysis will be gathered from primary and secondary source,
the use of questionnaire will be related upon for gathering data.
ABSTRACT
Business Process Reengineering (BPR)
has been the catalyst for a recent convergence of management disciplines,
possible for the first time in management thinking we have an issue that is
receiving attention from all the management marketing, human resource.
Management and finance this work will focus on the implications of BPR for the
people in the firm. This becomes imperative because of the high rate of
failure amount reengineered organizations that these findings were made
in favour of companies under going reengineering as well as contemplating to
implement BPR. Thus, managers of reengineering companies are advised to
make this workforce the pilot of the change process by informing employees
about the rational for the change also provides as much information as possible
to employees about the change.
TABLE OF CONTENTS
CHAPTER ONE
1.1
Background of the
study
1.2
Statement of the main
problem
1.3
Purpose of the
study
1.4
Significance of the
study
1.5
Scope of the
Study
1.6
Limitations of the study
1.7
Definition of
Terms
CHAPTER TWO
Review of Related
Literature
2.0
An
overview
2.1
The concept of business process reengineering
2.2
Historical development of
BPR
2.3
Drivers business process
reengineering
2.4
Methodology selection
guideline
2.5
Re-engineering success factors
2.6
Human and organization issues in
BPR
2.7
The nature of human resource issues in
BPR
2.8 Approaches of
resolving human resource issues in business process re-engineering
2.9
The role of management consultants in BPR project
2.10 Summary of
literature
review
References
CHAPTER THREE
3.1
Nature
and design of the
study
3.2
Sources of
Data
3.3
Population of the
study
3.4
Determination of the
sample
3.5
sampling Techniques
3.6
Techniques for Collection of Data
3.7
Methods of Data
Presentation
References
CHAPTER FOUR
4.0
Data presentation and analysis
CHAPTER FIVE
Findings
,Recommendation, and conclusion
5.1
Findings
5.2
Conclusion
5.3
Recommendations
Bibliography
Appendix
CHAPTER ONE
INTRODUCTION
1.1
BACKGROUND OF THE STUDY
Every business as a
set of inter –related process. Processes are composed of sub-processes, which
are in turn made up of activities each activity also has a number of tasks
under it. It is therefore on these premises that business process reengineering
(BPR) has evolved to integrate (or eliminate where appropriate) the
multiplicity of business processes with the primary focus on customer
satisfaction as the end result.
Basically, the
purpose of business process reengineering is to improve the quality of services
by spending less time on bureaveratic rules and procedures breaking barriers
between departments substituting paper handling with information technology and
organizing work processes to effectively serve the customers. If we discover
that markets are becoming more turbulent and the rate of change is accelerating
it must therefore accepted that effective business process will be
crucial for organizational effectiveness. In times of market
turbulent, it is not market position or string financial base that gives
competitive advantage, but the ability to move quickly into market and develop
effective products and /or services.
The competitive
environment of business organizations is increasingly growing to strength and
Nigeria is not an exception there is no disputing then fact that globalization
trend, commerce ecosystems, digital market, and market integration have
led to a significant increase in the strength and threats of competition
among organization within and beyond international boundaries these
organizations is increasing growing to strength and Nigeria is not an exception
there is no disputing the fact that globalization trend, commerce ecosystems,
digital markets, and market integration have led to a signification increate in
the strength and threats of competition among organization within and beyond
international boundaries these organization were thus face with the challenge
of how best to restructure themselves one effective remedy was to improve
the flow of resources and information though reengineering their business
process.
Reengineering
involves redefining the processes and pattern of relationship connecting
organization members with people outside the organization. This concept
becomes necessary when in spirte of the fact that individual jobs are well
defined and performed, the sum effect on other people is insufficient for the
organization and unsatisfactory to customers. At the heart of (BPR)
is the notion of discontinuous thinking of recognizing and breaking away from
traditional rules and fundamental assumption that underline the design of an
organization. It proposes that an organization should fundamentally re-examine
the may it does business so as to produce dramatic improvements in
performance thus breakthroughs in performance cannot be automating existing
processes but by challenging old assumption and old rule that made
business under perform in the first place (Davenport, H 2001).
What makes
reengineering different from other process improvement initiatives is that it
is seen a more radical change in business than previous methods of improving
business performance perhaps, the most important and innovative aspect of
business process reengineering is that it requires organizations to
improve processes rather than functional activities than when talking about
reengineering, the concepts that everyone relates most is the notion or radical
change and redesign, through still fundamental to reengineering but
no longer the most import ant aspects, of reengineering is the notion of a
process oriented organization (Hammer and Champy, 2001)
However in using BPR
to renew redefined organizational focus, a common mistake by many
organizations is their inability to make people the pivot of such as
transformation exercise. Reason could be the organization’s deviously pursuing
aims like restructuring and downsizing. Which are not intrinsreally
about BPR. To overcome such misnomers, it pertinent for organizations to
clarify what implementing BPR can be expected to deliver and exert
much effort in changing employers behavior manager should therefore
communicate openly with employees by giving them sound reasons and explanations
for the new design and involve them adequate in the transformation
exercise (O’ brein and Wainswoorth 2000).
1.2
STATEMENT OF TH MAIN PROBLEM
Globalization and its off spring hyper competition rapid advances in technology
changing workforce uncertain political environment and fact product life
cycles have necessitated that organizations change their usual or
traditional way of doing business as a result, organization have adopt and
maintained organ structures so as to adapt rapidly to the dynamic
business environment among the stage deployed by many organizations
business process reengineering has emerged as the most effective means of
maintain strong marked position by developing effective predicts and services
there by remaining competitive BPR achieves this by radically replacing
bureaucratic rules and procedures with advanced technology. This a well defined
process that is supported with appropriate information technology is capable of
reducing cycle time and wasters drastically while delivering desired
output in its utmost quality.
It is therefore, but unthinkable that such a strategy will impact the major
variables, of an organization, namely, process people technology and
materials. Among these variables, organization have been the most difficult
variable to manipulate when a transformation initiative such as BPR is proposed
aspect is referred to as the human resource issues in business processes
reengineer. To understand the problem very and gain credence to its solution,
these issues are divided into nature and impact of human resources issues in
BPR
The nature of human resource issues in BPR refers to the totality of the human
and organizational elements that accompany reengineering. A good understanding
of these issues will and management in evolving measures of dealing with them
appropriately. A step further is to determined the role or rather the impact
of these issues on the proposed change. Attempt by many organizations to
reengineer their processes failed because of the adverse impact and
eventual resistance of the change by the organizational people. To data
resistance to change and organizational cultural barriers have been pinpoint as
the most challenging human resource issues in BPR.
In the same vain, reengineering have implications on reward systems and
leadership styles in the organization. Training and development become
important issues as new technical team, strategic and managerial skills
are inevitably needed to be acquired by the workforce on order to work
effectively in the new work processes. There is also a host of other human resource
issue, that must be addressed so that the effort and resources of the proposed
change are not jeopardized.
This study therefore sets out to evaluate critically the
implementation of BPR at shell petroleum development company so as to
determine the nature impact and importance of human resources to a successful
implementation of BPR, in order to achieve a thorough investigation or these
problems, a set of research questions are hereunder formulated from the main
problems to take care of these issues discretely.
1.3
PURPOSE OF THE STUDY
The research intends to undertake a critical evaluation of the implementation
of business process reengineering with. The aim of delineating the nature and
importance of human resource that accompany BPR, this he, does by making
comparative references to shell petroleum development company (SPDC), in
other word, the researcher has the following objectives.
i.
To correlate (If possible) organization culture and employee resistance to change
in an organization.
ii.
To determine the impact of organizational culture and resistance to change on
implementation of BPR.
iii.
To evaluate the effectiveness of open communication, teamwork on an employee
involvement in overcoming resistance to change and other cultural barriers that
impede BPR implementation.
iv.
To proffer the level of employee skills competence, motivation, and development
required to sustain a reengineering programme.
v.
Finally, to make recommendation on how to undertake more research studies so as
to increase knowledge and understanding of the subject.]
1.4
SIGNIFICANCE OF THE STUDY
In this period of
turbulent economic environment, cut-throat competition and globalization trend,
many organizations have resorted to reengineering their processes so as to
survive and compete globally in the carte improvary business environments.
Greater attention has been on redesigning process and the embaying
information technology without recognizing the crucial rule of human issues to
such a transformation process (Ezigb. 2020) therefore the significance of this
study lies in the fact that.
(i)
This will interest the change management teams of shell petroleum development
company LTD in improvement on the existing situations. Business process
reengineering is a continuous improvement on existing situation thus the
study suggest alternative effective approved aches to managing
human resources issues in BPR.
(ii)
It is hoped that useful decisions could be arrived at by organizations
contemplating BPR implementation of the suggestions and recommendations of this
study are followed factors responsible for high rate, attributable to human and
organization issues were highlighted and effective approaches for managing
effective approaches for managing them were extensively discussed.
(iii)
The study could also be beneficial to academic in disseminating knowledge about
the subject widely as the study recommends that through academic research in
this area is imperative if a deeper understanding and knowledge of human
resource issues in BPR are to be attained
1.5
SCOPE OF THE STUDY
This study cover
human resource issues in business process re-engineering using Shell Petroleum
Development Company as the case study.
1.6
DEFINITION OF TERMS
This work contains certain operational and technical terms have different
meaning, are regards their usage in this study, the researcher attempts to
defined these terms introduction have standard definitions and will be
rights, quoted.
1. Business
process reengineering BPR is the fundamental rethinking and radical redesign of
business process so as to achieve dramatic improvements in business outcomes
such as cost quality, service and speed (Hammer, M, and Champy, 1993).
2. Resistance
to change refers to both emotional and behavioural response to real or imagined
changes in the work processes.
3.
Organizational culture is the share value attitudes, beliefs, and assumptions
that shape behavior and guide actions of people working in an organization.
4. Teamwork is
the collaborative efforts of people to achieve common objectives.
5. Development
refers to the on-going training and education aimed at preparing employees for
future jobs and roles.
6. Human
resource issues consist of those factors and matters that directly and
indirectly concern. Influence, and impact people in the workplace.
These terms defined was done so as to eliminate any misconception
or ambiguity, on the par of those who may come in contact with the
problem in future. It affords them the opportunity to understand the contextual
meaning and these selected terms in this work.
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