Measuring the performance of business processes has become a central issue in both academia and business, since organizations are challenged to achieve effective and efficient results. Applying performance measurement models to this purpose ensures alignment with a business strategy, which implies that the choice of performance indicators is organization-dependent. Nonetheless, such measurement models generally suffer from a lack of guidance regarding the performance indicators that exist and how they can be concretized in practice. To fill this gap, we conducted a structured literature review to find patterns or trends in the research on business process performance measurement. The study also documents an extended list of 140 process-related performance indicators in a systematic manner by further categorizing them into 11 performance perspectives in order to gain a holistic view. Managers and scholars can consult the provided list to choose the indicators that are of interest to them, considering each perspective. The structured literature review concludes with avenues for further research.

PurposeWhile the business process management (BPM) literature highlights the significance of aligning employee appraisals and rewards practices with business processes, little is known about the realization. The purpose of this paper is to concretize the impact of process-oriented appraisals and rewards on business process performance and to provide empirical evidence on how organizations actually align their appraisals and rewards practices with BPM.Design/methodology/approachA mixed-method approach has been employed by combining survey results with case studies to offer first-hand evidence. Survey data have been used to quantify the real impact of process-oriented appraisals and rewards. Next, case studies with 10 organizations have allowed us to gain deeper insight into organizational practices for making appraisals and rewards more process-oriented.FindingsThe survey proves that process-oriented employee appraisals and rewards positively affect performance if different employee levels are involved. The case studies reveal similarities and differences in alignment efforts across organizations, based on pattern-matching and a multidimensional analysis, resulting in four alignment patterns.Research limitations/implicationsThe findings extend knowledge about appraisals and rewards within a business process context by providing a quantification and pattern refinement, which specifically advance a BPM-facilitating culture.Practical implicationsManagers and executives benefit from the recommendations for a gradual BPM adoption to improve the success of their business processes and their people-related practices.Originality/valueThe authors offer one of the first in-depth, cross-disciplinary studies that intend to bridge between the disciplines of BPM and human resource management (HRM).

This study aims to translate generic human resource management (HRM) appraisals and rewards toward an organization's business processes for better aligning organizational practices to a process orientation and for a successful business process management (BPM) adoption. We conducted an interdisciplinary study with three phases. Firstly, we conducted a literature study to obtain a list of typical business process characteristics that can be relevant for HRM appraisals and rewards. Secondly, we used an expert panel to validate and refine this list. Finally, we integrated those concepts into generic theories and frameworks on HRM appraisals and rewards through a translation study. We provide a conceptual framework of process‐oriented HRM appraisals and rewards that integrates HRM and BPM concepts. The framework presents process‐specific characteristics to supplement generic HRM appraisals and rewards frameworks. Given the challenges of aligning function‐based appraisals and rewards to a business process orientation, the framework can help tackle interdisciplinary challenges and brings a high‐level understanding of what to focus on during this alignment.

While business process management (BPM) has become a recognized discipline, managers are still challenged to achieve an appropriate alignment between BPM their BPM needs and other management practices in the organization. Specifically, the aligned behavior and performance of employees and teams are crucial to reap the full benefits of BPM. To help managers face such alignment challenges, we have developed a qualitative decision support tool, called “process‐oriented appraisals and rewards” (POAR), by combining design‐science research with a strong qualitative approach. Our study contributes to the BPM and human resource management (HRM) disciplines by extending multifaceted knowledge, while also offering a practical tool for managers to support their decision making regarding a BPM‐HRM alignment.

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Organizations should constantly improve their business processes to increase performance while keeping employees satisfied. Therefore, human actors are considered a success factor in business process management (BPM) projects. This fact amplifies the impact of employees’ satisfaction on business process performance. Although several reward approaches exist, it remains unclear how they affect job satisfaction specifically in combination with certain process characteristics. To address this gap, we conducted a statistical analysis of survey data based on a representative European working conditions dataset. We applied two-way analysis of variance (ANOVA) and analysis of covariance (ANCOVA, i.e., controlled for organization size and sector) to explore the interaction effects. By looking at all possible combinations, we uncover how the presence or absence of specific pay modes and process-related aspects influence job satisfaction. Additionally, we reveal and discuss the joint effect of process characteristics and pay-for-performance types on job satisfaction. The results argue for a differentiated approach in pay-for-performance to obtain optimal reward solutions. Moreover, we advise for better strategic planning and facilitating successful BPM implementation.

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