Business Process Improvement Practices: Does Human Resource Management really changed by implementing BPI principles in multi-national organization
Author(s)
Download Full PDF Pages: 60-72 | Views: 376 | Downloads: 117 | DOI: 10.5281/zenodo.3468904
Abstract
this study aims to present recent research and development in the field of Business process Improvement (BPI) and in the Human Resource Management processes across the multinational organization around the globe. The basic and fundamental purpose of this study is to explore important yet unexplored matters of Human Resource Management practices in MCB Bank, Pakistan. Literature provides the strong evidence to lay a platform which provides the most authenticated and authorized practices that have been adopted by successful organizations. Traditional BPI methodologies have been used by several manufacturing and service industries in order to make their business processes successful than before. Strategic HRM has significantly changed the way of organizations deal with their human capital by adopting such processes which could increase the process efficiency, employee job satisfaction and give a comprehensive structure for HR department Over the years, it has been accepted by all goal-oriented organizations, to have the best human capital or HR, they must have structured process improvement strategies to be implemented. Business Process Improvement Strategies aligned with strategic objectives provide a strong platform for organizations to deal in the best way regarding HR activities. This study specifically explores the alignment issues of strategies in the HR process of a well-known Bank. Both interviews and survey of managers, employees provide a strong insight of the problem covering the effectiveness issues of Recruitment/Selection process and performance measurements of the employees. Moreover, Simulation using Arena has been done to analyze the model in a broader perspective. Statistical verification through Paired-T-test further validates the significance of model having two different plans. Results of these two plans explore the benefits of applying BPI .It is clearly shown that the lack of implementation of process improvement techniques leads to poor performance and effectiveness as a whole.
Keywords
Human Resource Management, Business Process improvement, Process Effectiveness, Process Efficiency, Process Analysis
References
- Sarah Cook, Process Improvement [B]: A Handbook for Manager. 1995.
- F. Eileen. Scott, Jon, Process improvement : enhancing your organization’s effectiveness:[J] 1995.
- B. Yu and D. T. Wright, “Software tools supporting business process analysis and modelling,[J]” Bus. Process Manag. J., vol. 3, no. 2, pp. 133–150, Aug. 1997.
- D. Ulrich, N. Smallwood, and J. Younger, “I’m the new head of HR, now what? The first 90 days[A],” Strateg. HR Rev., vol. 8, no. 3, pp. 5–11, Apr. 2009.
- D. Brockbank, W., and Ulrich, “The New HR Agenda : 2002 Human Resource Competency Study ( HRCS ) Executive Summary The New HR Agenda :[R],” 2003.
- A. Sharp and P. Mcdermott, Workflow Modeling — Tools for Process Improvement and Application Development. [A]
- P. K. Thomas Pyzdek, The Six Sigma Handbook, Third Edition[B]: 2009.
- A. Sidorova and O. Isik, “Business process research: a cross‐disciplinary review,[J]” Bus. Process Manag. J., vol. 16, no. 4, pp. 566–597, Jul. 2010.
- P. A. Keller: Six Sigma Demystified: A Self-Teaching Guide: 1 edition. McGraw-Hill[B], 2004.
- S. Dodds: Three Wins: Service Improvement using Value Stream Design: 2nd edition.[J] lulu.com, 2011.
- M. Allway and S. Corbett, “Shifting to lean service: Stealing a page from manufacturers’ playbooks[J],” J. Organ. Excell., vol. 21, no. 2, pp. 45–54, 2002.
- C. K. Swank, “The Lean Service Machine[A],” Harvard Business Reviews, 2003.
- H. J. Harrington: Business Process Improvement: The Breakthrough Strategy for Total Quality, Productivity, and Competitiveness: 1 edition.[B] McGraw-Hill; 1991.
- A. Pourshahid, G. Mussbacher, D. Amyot, M. Weiss, and K. E. Ave, “An Aspect-Oriented Framework for Business Process Improvement,”[A] pp. 290–305, 2009.
- S. Adesola and T. Baines, “Developing and evaluating a methodology for business process improvement,[J]” Bus. Process Manag. J., vol. 11, no. 1, pp. 37–46, Feb. 2005.
- J. Z. Khurram Shahzad, “A Goal–Oriented Approach for Business Process Improvement Using Process Warehouse Data[M],” Lect. Notes Bus. Inf. Process., vol. 39, pp. 84–98, 2009.
- J.-M. Lowendahl and A. Auringer, “The 2009 Higher Education CIO’s Agenda: Building Opportunities in a Financially Challenging Environment[R],” 2009.
- S. Coskun, H. Basligil, and H. Baracli, “A weakness determination and analysis model for business process improvement[J],” Bus. Process Manag. J., vol. 14, no. 2, pp. 243–261, Apr. 2008.
- R. Doomun and N. Vunka Jungum, “Business process modelling, simulation and reengineering: call centres[J],” Bus. Process Manag. J., vol. 14, no. 6, pp. 838–848, Nov. 2008.
- K. T. Lee and K. B. Chuah, “A SUPER methodology for business process improvement ‐ An industrial case study in Hong Kong/China,[A]” Int. J. Oper. Prod. Manag., vol. 21, no. 5/6, pp. 687–706, May 2001.
- G. Booth, “Business Process Improvement (BPI) Projects - The Top Ten Reasons Why They Often End In Failure[J],” Social Newsroom of Business Process Improvements, 2011.
- B. B. Graham, “Business Process Improvement- The Devil’s in the Detail[A],” The Ben Graham Corporation, 2004.
- M. A. Huselid, “THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER , PRODUCTIVITY , AND CORPORATE FINANCIAL PERFORMANCE[J],” vol. 38, no. 3, 1995.
- W. B. David Ulrich, The HR Value Proposition:[B] 2005.
- G. Dessler, Human Resource Management (14th Edition): 201[26] A. B. Michael Armstrong, Strategic HRM: The Key to Improved Business Performance (Developing Practice): Chartered Institute of Personnel & Development,[B] 2002.
- R. Amit and M. Belcourt, “Human Resources Management Processes : A Value-Creating Source of Competitive Advantage,[J]” vol. 17, no. 2, pp. 174–181, 1999.
- P. Wright, G. McMahan, B. McCormick, and W. Sherman, Strategy, Core Competence and HR Involvement as Determinants of HR Effectiveness and Refinery Performance.[J] 1997.
- M. L. Lengnick-hall, Cynthia A.; Lengnick-hall, “Strategic Human Resources Management: A Review of the Literature and a Proposed Typology,[J]” Acad. J., vol. 13, no. 3, p. 454, 1988.
- L. Sartain, HR’s role in driving a high-performance culture. [A]2009.
- J. D. Shaw, N. Gupta, and J. E. Delery, “Pay dispersion and workforce performance: moderating effects of incentives and interdependence,[J]” Strateg. Manag. J., vol. 23, no. 6, pp. 491–512, Jun. 2002.
- H. Liao, K. Toya, D. P. Lepak, and Y. Hong, “Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality.[J],” J. Appl. Psychol., vol. 94, no. 2, pp. 371–91, Mar. 2009.
- P. Boselie and J. Paauwe, “Human resource function competencies in European companies[A],” Pers. Rev., vol. 34, no. 5, pp. 550–566, Oct. 2005.
- C. J. Zhu, B. K. Cooper, D. Fan, and H. De Cieri, “HR practices from the perspective of managers and employees in multinational enterprises in China: Alignment issues and implications[A],” J. World Bus., vol. 48, no. 2, pp. 241–250, Apr. 2013.
- M. L. Lengnick-Hall, C. A. Lengnick-Hall, L. S. Andrade, and B. Drake, “Strategic human resource management: The evolution of the field,[J]” Hum. Resour. Manag. Rev., vol. 19, no. 2, pp. 64–85, Jun. 2009.
- F. Martín-Alcázar, P. M. Romero-Fernández, and G. Sánchez-Gardey, “Strategic human resource management: Integrating the universalistic, contingent, configurational and contextual perspectives.[J],” Int. J. Hum. Resour. Manag., vol. 16, no. 5, pp. 633–659, 2005.
- M. L. Emma Parry, Eleni Stavrou, Global Trends in Human Resource Management [Kindle Edition]. Palgrave Macmillan,[A] 2013.
- J. H. Marler, “Making human resources strategic by going to the Net: reality or myth?[J],” Int. J. Hum. Resour. Manag., vol. 20, no. 3, pp. 515–527, Mar. 2009.
- Y. Liu, J. G. Combs, D. J. Ketchen, and R. D. Ireland, “The value of human resource management for organizational performance,[J]” Bus. Horiz., vol. 50, no. 6, pp. 503–511, Nov. 2007.
- K. A. Golden and V. Ramanujam, “Between a dream and a nightmare: On the integration of the human resource management and strategic business planning processes,[J]” Hum. Resour. Manage., vol. 24, no. 4, pp. 429–452, 1985.
- N. Bennett, D. J. Ketchen, and E. B. Schultz, “An examination of factors associated with the integration of human resource management and strategic decision making,[J]” Hum. Resour. Manage., vol. 37, no. 1, pp. 3–16, 1998.
- D. F. Twomey and D. L. Harris, “FROM STRATEGY TO CORPORATE OUTCOMES : ALIGNING HUMAN RESOURCE MANAGEMENT SYSTEMS WITH ENTREPRENEURIAL INTENT,[J]” vol. 10, no. 3, pp. 43–55, 2000.
- J. Marques, “HR in all its glory,[M]” Hum. Resour. Manag. Int. Dig., vol. 15, no. 5, pp. 3–6, Jul. 2007.
- M. Langbert, “Human resource management and Deming ’ s continuous improvement concept,[J]” vol. 5, pp. 85–101, 2000.