The impact of business process management on Job performance

Abstract

The present study aims to examine the impact of business process management on employee's job performance at the Social Security Corporation (SCC). The study's sample consists of (390) employees who will be answering the study's questions and hypotheses. In addition, the researcher developed a questionnaire to detect the impact of business process management on job performance. The most important findings and conclusions of the research are: the arithmetic means of employees' estimates at the SCC towards job performance were moderate and the arithmetic mean of employees' estimates at SCC towards business process management were high too. Regression results indicate there were statistically significant effects for BPM on job performance at the SCC, and process improvement influence came first concerning the size of the effect. The study recommends the SCC to adopt strategic objectives, to increase the concern and interest about IT, and provide electronic services. Corresponding author: Bassam Fathi Aldiabat Email address for corresponding author: aldaibat@hotmail.com First submission received: 17th March 2018 Revised submission received: 27th May 2018 Accepted: 14th June 2018 Introduction Business process management (BPM) considers relatively one of the new topics in management field, and it connects with the knowledge about running current processes or operations, redesign it in a way that reduce the wasted effort and increase the efficiency, and implement changes in the processes to improve the organizational performance, where it incorporate and merge between the information technology and the processes management structure for the sake of improvement, where the effective management of processes are essential to maximize the value of organizations. Trkman (2010). Several foreign studies; such as Devika, Sharifah & Seyed (2016) were conducted to address the business reengineering, and its relationship with several organizational variables. The researcher also noticed shortage in the studies that tried to implement this concept on the Arabic organizations, and therefore this study will provide a realistic view for the SCC level of implementation of the business processes management, and its impact on employees' job performance. The study problem in its general form connected to the poor realization of relationship between the BPM and employees' job performance, therefore this study seeks to declare the relationship between the BPM and functional performance. The study problems may show through raising the following questions: • What is the awareness degree about the BPM concepts and its components at the SCC, from the standpoint of employees? • What are the levels of employees' job performance at the SCC? • What is the impact of BPM on the employees' job performance at the SCC? Journal of Business and Retail Management Research (JBRMR), Vol. 13 Issue 2 December 2018 www.jbrmr.com A Journal of the Academy of Business and Retail Management (ABRM) 218 2. Literature Review 2.1 Business process management (BPM) Jiraporn, Christos, James, Tannok & Pawar (2017) defined business process management (BPM) as a management approach that focuses on the processes, that include four elements: strategic alignment, IT, employees involvement, and processes improvement. Trkman (2010) defined BPM as the efforts that made continuously by the organization to improve the basic activities in it, such as manufacturing, marketing, communications, and the basic elements of organization's processes. According to Chang (2006) BPM is an organizational approach that focuses on the processes, and used in the analysis, design, and development of business processes, to improve the organizational performance and increase the organizational efficiency. Sever (2007) have identified arrange of benefits may expected from adopting BPM, such as improving communications within organizations, identifying inputs, identifying outputs, and business activities clearly, understanding the flow of activities within the organization, until product or service arrive to the customer, improving the decisions related to performance processes follow-up, and improving the individual management. Nadarajah & Kadir (2013) stated that BPM is one of the important links that integrate between the organizational systems and its human resources, where organizations aim to maximize the efficient use of its resources and achieve its strategic objectives and customers' needs. Recent studies (e.g., Jiraporn et al, 2017; Asmare, 2012; Hung, 2006) highlight the persuasive and convincing power of business process management on organizational performance. Other studies emphasized the positive impact of using information technology infrastructure on human resources performance (Thabit & Jmealy,2017; Fakhour, 2016). The exiting studies don’t relate BPM and it's components on employee performance. Whereas the current study relates the BPM and it's components on employee performance. Therefore, it was hypothesized that: First main hypothesis: There is statistically significant impact of business process management on the job performance at level (α ≤ 0.05) in the social security corporation. 2.2 Business process management (BPM) components: Models of Business process management have evolved over time and have been a subject of controversy. Kohlbacher & Hajo (2010) sees that essential elements of BPM are processes documentation, management commitment, process ownership, Process performance measurement, corporate culture in line with the process approach, application of continuous process improvement methodologies, and organizational structure in line with the process approach, while Jiraporn et al(2017) sees that BPM components are strategic alignment, IT, processes-centered, optimization and improvement, and employees involvement. Rosemann & Brocke (2010) also introduced a model for BPM components, where the organizations that want to achieve the success in implementing the BPM, need to consider six major factors, each item of those contain other secondary factors, which form substantial capability aspects for this concept and these factors include strategic alignment, governance, methods, information technology, individuals, and culture. From the previous studies, it has been shown that numerous researchers have suggested different BPM components. These different BPM are interrelated. In other words, there are interrelationships that exist among BPM dimensions (Rosemann & Brocke 2010; Devika et al. 2016; Jeraporn et al.2017; Fakhour 2016). Based on the literature, the common dimensions in all models are the usage of one or more dimensions of Rosemann & Brocke's model (2010). Particularly, the widespread dimensions include strategic alignment, information technology, process improvement and employee involvement. The four main components are presented as follows. 2.2.1 Strategic alignment Strategic alignment is a core BPM constituent. It involves developing specific strategies to maximize the value from process redesign and improvement. Jiraporn et al. (2017). Organizations must align BPM with the overall strategy of organization, and link between the organizational priorities and organization processes to improve the organizational performance. Hung (2006). According to Sotiris (2000) the most important action in applying BPR is the company's strategic goal to provide customeroriented services. Previous researchers have reported that a well defined strategy is the basis for the Journal of Business and Retail Management Research (JBRMR), Vol. 13 Issue 2 December 2018 www.jbrmr.com A Journal of the Academy of Business and Retail Management (ABRM) 219 optimal alignment with the associated-business processes. Rosemann & Brocke (2010) stated that strategic alignment includes process improvement planning, strategy and process capability linkage, enterprise process architecture, process measure and process customers. According to Neubauer (2009) strategic alignment is one of the major pre-conditions for implementing sustainable BPM. Therefore, we assume that strategic alignment has statistical impact on the job performance. First secondary hypothesis: There is statistically significant impact of strategic alignment on the job performance at level (α ≤ 0.05) in the social security corporation 2.2.2 Information technology (IT): It refers to software, hardware, and information systems that support operational activity, and includes the organization's capabilities related to processes design, processes implementation, processes control and measurement, and processes improvement and innovation. Rhee & Mehra (2006). According to Chang (2006) information technology can be developed as part of the design-implementation-analysis and improvement of business processes. Sotiris (2000) mentioned that information Technology plays a major role in business process reengineering as it provides office automation, it allows the business to be conducted in different locations, provides flexibility in manufacturing, permits quicker delivery to customers and supports rapid and paperless transactions. In general, it allows an efficient and effective change in the manner in which work is performed. Neubauer (2009) stated that the selection and implementation of appropriate IT-applications is a major pre-condition for efficiently executing corporate business processes. Thus, we assume that information technology has statistical impact on the job performance. Second secondary hypothesis: There is statistically significant impact of information technology on the job performance at level (α ≤ 0.05) in the social security corporation. 2.2.3 process improvement Continuous process improvement refers to sustained incremental improvements of existing processes. Kolache & Harjo (2010). It includes key elements such as process documentation, value stream mapping, process ownership and process measurement. Smart et al. (2010).