An Analysis of the Implementation of Business Process Re-engineering in Public Services

Abstract

Sri Lankan public service apparatus has a long colonial heritage, and all of that has not been in line with the requirements of a 21st century public service expectations. However, the increasing societal pressure for the delivery of more modern public services has forced it to undergo a major overhaul of its business process. In this paper, we assess the impact of the recent efforts at business process reengineering (BPR) in public service. We estimate the overall as well as relative efficiency of public service delivery across various ministries and departments of the Sri Lankan government. A broad-based Likert scale field survey on a five-point scale was carried out and performance data were collected. We applied a non-parametric data envelopment analysis (DEA) to estimate the overall and relative efficiency of the public service delivery across 29 departments and ministries (D&Ms) and the departments of the government of Sri Lanka. Our results show that, save for a few, most D&Ms have a potential for improving the performance. The performance enhancement is desirable both from an input as well as output perspectives. Moreover, our results indicate significant scale inefficiencies associated with the performance of ministries and departments that are engaged in public service delivery (PSD) in the country. The authors have also indicated towards critical success factors for a wider deployment of the study’s findings in the conclusion.

Systematic Innovation Based BPR Regime—A Factors Analysis

“…PSD is not the domain of any single organization in the country. According to Jehan et al, SLAS is an essential public service provider in Sri Lanka [1]. Jehan et al also found in another study that PSD functions are executed by multiple layers of offices and administrators across several D&M [2].…”

Modeling the Relationship between Business Process Reengineering and Organizational Culture

“…Other researchers presented relationship study results between BPR and OC individual factors without a depth in effect or correlation of OC factors. [47][48][49] identified seven factors that are important to the success of BPR. Those factors are teamwork and quality culture, quality management system, effective change management, less bureaucracy, IT, project management and financial resources.…”

A hermeneutic research on project management approaches applied in a business process re-engineering project

“…Business process re-engineeringprocess and methodologies BPR entails a cycle of modelling, analysis, improvement, and implementation of processes to enhance the work in organisations (Edward and Mbohwa, 2013). It involves restructuring of processes, control-flows, environment, and perspectives systematically and holistically to accomplish dramatic improvements (Elepatha and Jehan, 2020;Kir and Erdogan, 2021).…”

“…BPR entails a cycle of modelling, analysis, improvement, and implementation of processes to enhance the work in organisations (Edward and Mbohwa, 2013). It involves restructuring of processes, control-flows, environment, and perspectives systematically and holistically to accomplish dramatic improvements (Elepatha and Jehan, 2020; Kir and Erdogan, 2021). According to Radnor (2010), BPR implementation involves an analysis of needs and processes (culture, objectives, customer requirements, baseline analysis, and design specifications); design (benchmarking, brainstorming, modelling to-be) and implementation (executing and managing change).…”