Business Process Re-Engineering and Perceived Organisational Performance of Commercial Banks in Port Harcourt
Keywords:
Business Process Re-Engineering, Human Resource Alignment, Process Redesign, Perceived Organisational Performance, Commercial BanksAbstract
The growing dependence of commercial banking on digital channels, integrated workflows and rapid customer response has heightened the strategic importance of business process re-engineering. This study examined the relationships between human resource alignment and process redesign, and perceived organisational performance among commercial banks in Port Harcourt, Nigeria. A cross-sectional correlational survey design was adopted. The study population comprised 25 commercial banks operating in Port Harcourt, and 100 respondents formed the analytical sample. Data were collected using a structured questionnaire measured on a four-point Likert scale. Spearman’s rank-order correlation was used to test two null hypotheses at the .05 level of significance. Human resource alignment showed a moderate, positive, and statistically significant relationship with perceived organisational performance (rho = .434, p = .005). Process redesign showed a stronger, positive, and statistically significant relationship with perceived organisational performance (rho = .611, p = .005). The findings indicate that perceived organisational performance in banking is associated with both aligning recruitment, training, motivation and employee development with strategic priorities and with redesigning workflows, responsibilities and technology-enabled service processes. Process redesign displayed the larger coefficient, but this does not diminish the enabling role of employees in implementing redesigned systems. The study extends Nigerian banking evidence by distinguishing the people-alignment and workflow-redesign components of re-engineering within the Port Harcourt context. Commercial banks should treat re-engineering as a socio-technical programme in which redesigned processes are supported by employee capability, participation, accountability and continuous performance monitoring.
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