Business process reengineering: examining some major roadblocks to increased self-control for the employee

ABSTRACT

This paper explores the meaning of the concept of self-control in the context of Business Process Reengineering (BPR). BPR is a radical approach that breaks with many conventional ideas from applied management and organization theory. The delegation of control and decision-authority is a key concept within BPR, and reengineering advocates argue that employees should control themselves. Self-controlled employees represents a radical shift from what could be considered as 'status quo', and it will certainly be a challenge to implement this. This paper examines some major roadblocks that might reduce the likelihood for self-control to be realized in the context of BPR.

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INDEX TERMS

Primary Classification:
  H. Information Systems
  H.5 INFORMATION INTERFACES AND PRESENTATION (I.7)
      H.5.3 Group and Organization Interfaces
          Subjects: Theory and models

Additional Classification:
  H. Information Systems
  H.1 MODELS AND PRINCIPLES
      H.1.2 User/Machine Systems
          Subjects: Human factors

  J. Computer Applications
  J.1 ADMINISTRATIVE DATA PROCESSING
      Subjects: Business

  K. Computing Milieux
  K.4 COMPUTERS AND SOCIETY

General Terms:
Design, Human Factors, Management