Optimisation of Human resource Management through Process Re-engineering

Jaya Tripathi

Abstract


In a world of rapid flexibility, organisations must change their priorities from a traditional
focus on planning and control to emphasise speed, innovation, flexibility, quality, service
and cost. The Human Resource team has to demonstrate their commitment to meet these
key business drivers. A major problem confronting Human Resource managers today is to
increase line management and employee productivity, provide higher more value-adding
levels of Human Resource service and internal customer responsiveness and at the same
time reduce costs. What is needed is a Human Resource team that is customer-focused and
market-driven in its external relations with customer and process-focused and teamoriented
in its internal operations. Only such a Human Resource team can look at the way
work is performed across the organisation and seek to make Human Resource processes
more logical, effective and efficient. Such an effort is at the heart of Human Resource
Optimisation and Process Re-engineering.
Business Process Reengineering (BPR) advocates the fundamental examination and
redesign of business processes, recognizing that the legacy of scientific management has
been the excessive fragmentation of work practices in organisations today. This is reflected
in the hierarchical structuring of organisations around functional departments, with
individual and departmental goals displacing overall organizational performances.
Organisational performance is a result of the effectiveness and efficiency of the actions
that an organisation. Effectiveness refers to the achieved outcomes in relation to strategic
objectives/goals and customer requirements. Efficiency refers to how economically the
organisation's resources are utilized by an activity such as a business process that produces
a given output or that delivers a given service. These two fundamental performance
dimensions highlight the external and internal reasons for pursuing a specific course of
action; that is, effectiveness with a primary focus on customers, and efficiency with a
primary focus on internal operations and processes. The research explains the reliance of
business process reengineering (BPR) in the improvement of performance in Human
resource in the organization. Here, the research try to validate the significance of successful
business process reengineering (BPR) process can also construct the successful
organization.

Keywords


BPR, Business process optimization, Performance, Improvement, Human Resource Management.

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DOI: https://doi.org/10.29320/vichar.11.2.12

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