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The Human Side of Business Process Re‐engineering

The Human Side of Business Process Re‐engineering Scrutinizes business process re‐engineering (BPR) programmes and their effect on employees – resistance and inability to change. Suggests BPR is not the technically‐driven exercise many consider it to be; but instead groups together identification of customer needs, use of enabling technologies and staff education to understand the process. This last area, the staff aspect is often neglected. Indicates how to implement BPR in a staff‐friendly manner and provides examples to illustrate. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Development Review Emerald Publishing

The Human Side of Business Process Re‐engineering

Management Development Review , Volume 7 (6): 3 – Dec 1, 1994

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Publisher
Emerald Publishing
Copyright
Copyright © 1994 MCB UP Ltd. All rights reserved.
ISSN
0962-2519
DOI
10.1108/09622519410074154
Publisher site
See Article on Publisher Site

Abstract

Scrutinizes business process re‐engineering (BPR) programmes and their effect on employees – resistance and inability to change. Suggests BPR is not the technically‐driven exercise many consider it to be; but instead groups together identification of customer needs, use of enabling technologies and staff education to understand the process. This last area, the staff aspect is often neglected. Indicates how to implement BPR in a staff‐friendly manner and provides examples to illustrate.

Journal

Management Development ReviewEmerald Publishing

Published: Dec 1, 1994

Keywords: BPR; Employee relations; Employees; Management; Organizational change; Participation; Planning; Top management

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