| dc.description.abstract | This study examined the factors which have impacted on the implementation of BPR at the Kenya Ports Authority through five specific objectives: to establish the impact of change management; to determine the involvement of top Management; thirdly to show how organizational structure has affected implementation of BPR; to study how Project Planning and Management impacted on BPR implementation; and finally the impact of IT infrastructure as a BPR enabler.
Using a sample size of 41 employees from the KP A workforce, data was collected using closed
and open - ended questionnaires and analyzed using statistical inferences with frequencies, means, standard deviations and tabulations through the Statistical Package for Social Sciences (SPSS).
The findings from the study indicate that a majority of the respondents seem not to link new processes with BPR implementation. Although a majority of them are aware of the existence of BPR within KP A, they feel that any new project at the port is a preserve of a few people who could be related to top management instead of involving the entire staff. The findings further indicate that change management issues have not been well articulated at the KP A since some sections have not been reinforced with more people and that not all systems have been harmonized with BPR.
The organizational structure has also not changed substantially to reflect new roles and responsibilities which come along with BPR implementation. It was also found out that although project identification, feasibility studies, design, allocation of resources and BPR methodology are well integrated with other improvement techniques such as TQM and benchmarking, customer research, monitoring and evaluation were not successfully carried out. However it was found out that top management is involved and committed to making BPR implementation a success story and that IT, as a BPR enabler is well integrated in the implementation process. | en_US |
