An Investigation into the Influence of Business Process Reengineering on Business Performance in Kenya (a Case of ISO 9000:2001 Certified Organizations)
Abongo, Johana Ouko
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Business process reengineering has rapidly developed towards a new management philosophy. The inherent business process orientations change the perspective of organizations from a structural to a process view of relations. Within the context of declining performance of firms the world over, this paper considered the question of the influence of business process reengineering (BPR) on business performance. The purpose of this research proposal was to investigate the influence of business process reengineering on business performance in Kenya (A Case of ISO 9000:200 I Certified Organizations). The overall research problem addressed in this study was that despite the claims made to the effect that BPR improves business performance elsewhere, there was scanty information available in the Kenyan literature on the influence of BPR on business performance. The main objectives of the study were to find out the influences of leadership for organizational change, HRM practices, generic strategies of an organization and superior resources and capabilities of the organization on business performance. The independent variables in the research were factors that are thought to drive business process reengineering which were referred to as business process reengineering drivers. Leadership for organizational change, HRM practices, generic strategies of the organization and superior resources and capabilities of the organization constituted the independent variables of the research proposal, whereas the dependent variable was business performance. Business performance was indicated by profit and its related accounting ratios,market share, sales and quality of products or services among other things. The study adopted a descriptive survey design and particularly a cross- sectional study in order to describe the characteristics associated with the study. The population of the study was the 212 indigenous Kenyan organizations which had been known to have encouraged BPR in the last five years and was rso 9000:2001 certified by a credible organization, the Kenya National Accreditation Services (KEN AS). The sampling frame for this research therefore constituted the total number of organizations that had been certified as ISO 9000: 2001 by the Kenya National Accreditation Services (KE AS, 2008). A sample size of 32 of indigenous Kenyan organizations which constitutes 15% of total population was targeted. Stratified sampling was used to stratify the respondents into three hierarchal levels of senior management, middle-level management and junior staff and a total of 96 respondents were sampled. The research involved answering of specific questions in order to describe what was to be recorded and used questionnaire as the main research instrument. The questionnaire consisted of a combination of structured qualitative questions followed by quantitative questions using a five- point Likert scale to measure the perception of the respondents on the influence of drivers of BPR on business performance in the targeted organizations. Both primary and secondary data' were utilized. The questionnaires were sent out through e-mail and also dispatched to the respondents by the researcher and two research assistants. Data was collected for a period of 14 days and then analyzed using descriptive statistics which included measures of central tendency and dispersions and inferential statistics by use of regression and correlation analyses for another two weeks. The instruments of analysis were tables, bar charts, pie charts, graphs, narratives and reports. This study will significantly enrich the existing literature on influence of business process reengineering on business performance and in particular the 32 target organizations in Kenya.