Business Process Re-Engineering in Public Administration of Kingdom of Saudi Arabia

Bokhari, Arwa S.; Qureshi, Rizwan

doi:10.5815/ijieeb.2016.04.02

Cited by 2 publications

(2 citation statements)

References 21 publications

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“…The inductive research approach was suitable for the study as it followed the interpretivism paradigm; and was effective in gathering generalised information on the perceptions of project managers. This approach also warranted flexibility and involvement of theories in the study (Bokhari and Qureshi, 2016).…”

Section: The Methodologymentioning

confidence: 99%

Improving clients’ satisfaction in construction projects: the case of Saudi Arabia

Alshihre

Chinyio

Nzekwe-Excel

et al. 2020

BEPAM

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PurposeClients’ satisfaction is often associated with performance in the construction industry. Organisations that achieve very high ratings of clients’ satisfaction improve their positions in the marketplace. Many clients are often dissatisfied with their project outcomes. Hence, a research study was carried out to examine the ways project managers and/or contractors perceive the subject of clients’ satisfaction.Design/methodology/approachThe study applied qualitative research methods and followed the interpretivist paradigm and inductive research approach. A total of 30 interviews were conducted with construction project managers and evaluated by a thematic analysis.FindingsThe study identified five prominent factors which the project managers perceived to impact on clients’ satisfaction, which are as follows: effective financial management; use of skilled workers; use of advanced technology; customer relation and time management. Other contributors to clients’ satisfaction include effective team leadership, project monitoring, communication and adequate knowledge and skills.Research limitations/implicationsData collection was limited to Saudi Arabia, but the general methodology used and some of the findings may be applicable beyond this country.Practical implicationsThe findings provide a more informed basis of attaining greater clients’ satisfaction by contractors, especially within and possibly beyond Saudi Arabia. Also, contractors can directly enquire from clients about their satisfaction following project completion.Originality/valueA project manager's perspective and Saudi Arabian orientation of clients’ satisfaction are presented. Also, insight into the multifaceted nature of the factors influencing clients’ satisfaction is provided.

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Section: The Methodologymentioning

confidence: 99%

Improving clients’ satisfaction in construction projects: the case of Saudi Arabia

Alshihre

Chinyio

Nzekwe-Excel

et al. 2020

BEPAM

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“…Public administration has been in existence in Africa for many decades now and still operates with its hierarchical fashion and central management principle which offers highly bureaucratic and delayed services that stands against enhancement, duty focus, and excellence (Bokhari & Qureshi, 2016). Although many African governments have adopted information technology (IT) infrastructures to deliver some services to the citizens, at the moment, these operations are merely the reflection of the actual bureaucratic operations as the continent is yet to undergo a total and radical process reengineering (PR) to achieve marked improvements in terms of performance.…”

Section: Introductionmentioning

confidence: 99%

Process Reengineering in African Public Sector: Lessons From the Private Sector

Fatile¹,

Mutereko²,

Etim³

2020

JPAG

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Process reengineering (PR) is a newly introduced approach to process management; it pays close attention to all the processes that are related to the achievement of organizational objectives. Although originally developed for and applied in the private sector, PR is expected to constitute a handy tool for the transformation of work processes in public sector organizations (PSOs), especially in this era of information and communications technology. This paper x-rays PR in African public sector organizations (APSOs) with an emphasis on lessons to be learnt from the private sector. This paper adopts a descriptive approach, to validate and modify extant theoretical models that are relevant in explaining PR in APSOs. The paper observes that APSOs, unlike the private sector organizations (PrSOs), PSOs have failed in the adoption of PR as well as carrying out logically related tasks in such a way that well-defined results are achieved. It reveals further that poor PR in APSOs has been a clog in the wheel of achieving high performance, efficient service delivery, public satisfaction, efficient management of resources, and sustainable development in Africa. This paper concludes that APSOs can fully adopt PR if they cut down on excessive bureaucracy and learn more from the private sector in terms of readiness and adaptability to environmental changes and transformation as advocated by the contingency theory (CT). The paper recommends, amongst others, that there should be the availability of information technology (IT) infrastructure and the willingness on the part of government representatives to deploy new technologies through adequate support for information technology companies and the prioritization of IT application's needs for high system automation. Managers of APSOs should be given the power to effect changes when the need arises, without any form of influence. Also, there should be concerns about the future of PSOs, and citizens who are clients thereof should be held in high esteem and not to be treated as ‘people in need of favour’. Finally, APSOs should embrace radical changes associated with PR especially by ensuring that promotions are based on merit and not on seniority alone.

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Business Process Re-Engineering in Public Administration of Kingdom of Saudi Arabia

Cited by 2 publications

References 21 publications

Improving clients’ satisfaction in construction projects: the case of Saudi Arabia

Improving clients’ satisfaction in construction projects: the case of Saudi Arabia

Process Reengineering in African Public Sector: Lessons From the Private Sector

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