Abstracts: October 2nd, 1998

Harrington B, McLoughlin K, Riddell DNew Technology, Work & Employment, (UK), Mar 98 (13/1)
Start page: 43 No of pages: 8.

Studies the use of business process re-engineering (BPR) at the Contribution Agency, an agency set up by the UK Government’s Department of Social Security to change the way that work was handled in the agency and to promote empowerment and commitment . Investigates the success of the initiative and finds that, despite the acceptance of the need to change, there were problems in relations to BPR. Focusing on empowerment and commitment, concludes that the hierarchical and centralist controls, which were retained under BPR, were major obstacles for the success of empowerment and that job insecurity and the failure of the cultural change programme worked against increasing employee commitment. Suggests that these problems reflect some of the problems that have been found in other research into BPR.

Subject(s):     BPR, EMPOWERMENT, COMMITMENT, MANAGEMENT                          CONTROL,
ORGANIZATIONAL CHANGE, EMPLOYEE ATTITUDES, CORPORATE CULTURE, PUBLIC
SECTOR, GOVERNMENT DEPARTMENTS, CONTRIBUTIONS AGENCY, UNITED KINGDOM

Database: PTA: Personnel & Training AbstractsStyle: Theoretical with application in practice, Case study. Reference: 27AH598

Reproduced by permission of Anbar Management Intelligence
http://www.anbar.co.uk/management/home.htm

A feature article on the drive for improvement at the agency will be published on the Publicnet web site next week, with a summary in Publicnet Briefin