The Challenges of Implementing Business Process Reengineering in Social Security Organization: The Impact of Structural Features and Human Resource Management

Rajab-Beigi Mojtaba^1*, Shirvani Hamidreza² and Zareinezhad Rohollah³

¹Institute of Applied-Scientific Education of Jahad-e Agriculture, Iran. ²Iranian Social Security Organization, SSO Headquarter, Tehran, Iran ³Iranian Social Security Organization ,Alborz Province General Office, Iran.

DOI : http://dx.doi.org/10.13005/bbra/1609

ABSTRACT: Business Process Reengineering (BPR) in the management literature is defined as a fundamental rethinking and a radical and new design of process to achieve significant improvements in the benchmark measures such as price, quality, service and speed. This study examines the relationships between structural characteristics (complexity, formalization and centralization), and human resources management (recruitment, maintenance and improvement) on the BPR implementation in the Social Security Organization (SSO) to check the possible impacts of the special features of SSO and cultural challenges of the organization on the BPR process. This was a descriptivesurvey study conducted on the managers and supervisors of 16 headquarters and health and insurance units of the SSO, selected using Morgan Table and relative stratified random sampling methods. Standardized questionnaires were distributed among 210 members and 132 were collected. The descriptive analyses of the variables and the relationship between the variables and the BPR implementation were assessed. The data analyses using structural equation modeling showed a significant relationship between the structural features of SSO, human resources management and implementation of the BPR. Additionally, there was a significant relationship among the complexity variables, formalization, centralization (elements of organizational structure), recruitment, keeping and development of human resources (human resource management elements) and BPR implementation of SSO. It is recommended to study the effects of the governmental organizations on the BPR implementation to determine the priorities. In addition, further studies to evaluate the impacts of the occupational levels of managers and supervisors involving in the BPR implementation are recommended.

KEYWORDS: Business Process Reengineering; Organizational Structure; Complexity; Human Resource Management

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