Business Process Re-Engineering and Perceived Organisational Performance of Commercial Banks in Port Harcourt, Nigeria
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 increased the strategic importance of business process re-engineering. This study examined the relationships of human resource alignment and process redesign with perceived organisational performance among commercial banks in Port Harcourt, Nigeria. The study adopted a cross-sectional correlational survey design. The organisational population comprised 25 commercial banks operating in Port Harcourt, and the analytical sample comprised 100 respondents. Data were collected with a structured questionnaire measured on a four-point Likert scale. Internal-consistency assessment produced Cronbach's alpha coefficients of .81 for human resource alignment, .84 for process redesign, and .86 for perceived organisational performance. Spearman's rank-order correlation tested two null hypotheses at the .05 level of significance. Human resource alignment had a moderate, positive, and statistically significant relationship with perceived organisational performance (rho = .434, p < .001), while process redesign had a stronger, positive, and statistically significant relationship with perceived organisational performance (rho = .611, p < .001). The findings indicate that banking performance is associated with both aligning employee capability and people-management practices with strategic priorities and redesigning workflows, responsibilities, and technology-enabled service processes. Commercial banks should therefore treat re-engineering as a socio-technical programme in which employee capability, participation, accountability, and continuous performance monitoring reinforce process redesign.
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