Correlating Business Process Management and Organizational Performance: A Case Study of J&k Bank

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University of Bahrain

College of Business Administration

MBA Program

A critical analysis of online journal

Correlating Business Process Management

And Organizational Performance:

A Case Study of J&K Bank

Total Quality Management (TQM)   MGT637

Submitted by

Mohamed Bakhsh Baloshi                     20094585

Under the supervision of

Dr. Naglaa Fathy El Dessouky 

Research problem:

The paper tries to take a critical account of existent business process management in J&K Bank which is a leading private sector bank operating in the state, has been taken for consideration, and to study the relationship between business process management and organizational performance. The data has been subjected to correlation analysis.

Research objectives:

1. To study the existing BPR practices in J&K Bank.

2. To study the relationship between business process management and organizational performance in the organization under study.

3. To provide valuable suggestions regarding business process management and organizational performance of the selected bank.

Research methodology:

Methodology

The present study is empirical in nature. A systematic research approach has been adopted for conducting the present study. A self-designed survey instrument based on previous studies in the relevant research area was used to collect the primary data from the respondents. The survey instrument was framed on a 5-point Likert scale (ranging from strongly disagree to strongly agree). A random sampling technique was adopted for the present study. A sample of 200 respondents was selected from three districts Baramulla, Shopian and Pulwama.

Different part and sections :

Business Process Reengineering (BPR): A Conceptual Framework:

Business Process Reengineering (BPR) is a well-known value creation technique which

was first introduced by Michael Hammer of Massachusetts Institute of Technology (MIT)

in 1990.

BPR in Banking Industry:

How the banking sector can also benefit from reengineering.

Evidence from the Existing Literature:

There are certain Critical Success Factors (CSFs) which are responsible for the success or failure of a BPR project. Interpretive Structural Modeling (ISM) is used to identify critical success factors (Salimifard et al., 2010). There are various hard and soft factors which are responsible for the success or failure of BPR implementation. These are: (1) Change management (2) Management competency and support; (3) Organizational structure; (4) Project planning and management; and (5) IT infrastructure (Al-Mashari and Zairi, 1999). BPR projects were not organizational context specific; rather they followed a general approach. This is one of the reasons for their failure (Shin and Jamella, 2002). The 10 best practices which affect BPR, as outlined by Mansar and Reijers (2007), are: (1) Task elimination; (2) Task composition; (3) Integral technology; (4) Empower; (5) Order assignment; (6) Resequencing; (7) Specialist – generalist; (8) Integration; (9) Parallelism; and (10) Numerical involvement.

Rationale of the Study

From the review of literature, it has been found that organizations have achieved striking results in terms of the contemporary performance measures like cost, quality, service and speed through the implementation of BPR. On the other hand, still there are a number of banking organizations which have serious misconceptions about BPR and its utility in the current competitive business environment. This study would quantify the benefits sought through business process management.

 Result and recommendation:

In order to achieve the objectives laid down for this study, relevant statistical tools like mean, standard déviation, corrélation, etc. we applied. The bivariate correlation procedure was used to test the hypothesis.

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