Business process re-engineering and organization culture; Case study: Ministry of Public Service

Abstract

The study examined Business Process Re-Engineering and organization culture with specific reference to Ministry of Public Service in Uganda. It was guided by three research objectives which were; the influence of work process redesign, IT enabled processes and employee empowerment on organization culture. The study used a cross sectional survey design with both qualitative and quantitative results. Data was collected using questionnaires and interviews. In data analysis frequencies, percentages and mean, correlations and regressions to show the magnitude of effect the independent variables have on the dependent variable. Study findings revealed that work process redesign have a positive significant relationship to and organizational culture (r=.220, p < 0.01). Findings also revealed that IT enabled processes significantly affect organizational culture (r=.336, p < 0.01). Also it was found out that there is a positive significant relationship between employee empowerment and organizational culture (r=.503, p < 0.01). It was therefore concluded that work process redesign has improved work flow bringing about realignment of roles, IT enabled processes have changed the way of doing things in the organization due to the ease with which information can be accessed and employee empowerment that comes with Business Process Re-Engineering makes employees feel valued. It was therefore recommended that employees should be involved in the reengineering process so as to ensure their buy in right from the start, hire a consultant to offer further training in the new work processes to adopt more easily, ensure that IT enabled processes are more interactive in a way that allows easy usability.