Employee's Resistance towards BPR

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ACKNOWLEDGEMENT

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

DECLARATION

I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for the academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

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ABSTRACT

This chapter explores the idea of Change in organizations through the implementation of business process re-engineering. Furthermore, the chapter explores the concept of BPR and how it effects the employee's perception. Additionally, the chapter also talks about resistance, its definition, different types of resistance and its impact on employees.

TABLE OF CONTENTS

ACKNOWLEDGEMENTII

DECLARATIONIII

ABSTRACTIV

CHAPTER 2: LITERATURE REVIEW1

2.1 Business Process Reengineering (Introduction)1

2.1.1 Business Processing Re-engineering Defined1

2.1.2 Why BPR?1

2.1.3 Problems Solved through BPR2

2.1.4 Implementation of Business Process Re-engineering2

2.1.5 BPR is role of Management only?3

2.2 Employees Resistance as a Critical Problem towards BPR Implantation3

2.2.1 Resistance Defined3

2.2.2 Resistance Factors4

2.3.2.1 Lack of understanding around the vision and need for change4

2.2.2.2 Negative Perception4

2.2.2.3 Comfort with the status quo and fear of the unknown4

2.2.2.4 Opposition to the New Requirements, Processes and Technologies that is Introduced by the Organisation4

2.3.4 Resistance Types5

2.3.4.1 Organisational-Level Resistance5

2.3.4.2 Group-Level Resistance5

2.3.4.3 Individual-Level Resistance5

2.3.4 Resistance Outcomes5

2.3.5 Avoiding Resistance by Change Management5

2.4 Frame Work Model6

REFERENCES8

CHAPTER 2: LITERATURE REVIEW

2.1 Business Process Reengineering (Introduction)

Smith in 1776 recognized the benefits of simplifying tasks in a production environment. His work with manufacturing of pins found that by dividing the manufacturing process into simple steps and having a worker assigned to each step, productivity increased exponentially over individual workers performing all the steps. Taylor in the early 1900s applied industrial engineering techniques to employee tasks to simplify the tasks so that one person could perform the task.

According to Paper and Chang (2005), Taylor's main objective “was to increase organizational productivity by applying to human labour the same engineering principles that had proven so successful in solving the technical problems in the work environment” (p. 121). In the early 1900s, Ford took the simplified tasks one-step farther by dividing the work into repeatable tasks and automating the assembly process with conveyer belts transporting work to the employee. Ford was successful in automating the assembly line; however, it was hard to manage. Seeing the opportunity for managing the assembly process that Ford created, Sloan of General Motors applied Smith's Division of Labour techniques to managing General Motors (Bergeron, et al, 1998, 72).

2.1.1 Business Processing Re-engineering Defined

Business process re-engineering is commonly known with a number of different names, like, new-industrial engineering, working smarter or core process redesign. All of these names entail the same concept which involves the integration of both deployment and redesigning IT for creating a support for the re-engineering work (Zabjek, Kovacic & Stemberger, 2009, 20).

BPR has been investigated now for a few years in order to determine what aspects of an organization play an important role in making the BPR ...