Assessing the Causes of Employee Resistance to Change in the Implementation of Business Processes Re-engineering in an Organization

Table of Contents

• ABSTRACT
• LIST OF TABLES
• LIST OF ACRONYMS/ABBREVIATIONS
• CHAPTER ONE
  • 1.0 INTRODUCTION
  • 1.1 STATEMENT OF PROBLEM
  • 1.2 OBJECTIVES OF THE STUDY
  • 1.3 RESEARCH QUESTIONS
  • 1.4 SIGNIFICANCE OF THE STUDY
  • 1.5 OVERVIEW OF RESEARCH METHODOLOGY
  • 1.6 SCOPE OF THE RESEARCH
  • 1.7 LIMITATION OF THE RESEARCH
  • 1.8 ORGANIZATION OF THE STUDY
• CHAPTER TWO LITERATURE REVIEW
  • 2.0 INTRODUCTION
  • 2.1 Concept and theoretical framework
  • 2.2 Business process reengineering
  • 2.3 Business Process Reengineering and Information Technology
  • 2.4 Business Process Reengineering and causes of resistance to Change
  • 2.5 BPR success/Failure factors
  • 2.6. Resistance to change
  • 2.7 Typology of change

Objectives and Key Themes

This research aims to explore the root causes of employee resistance to change during the implementation of business process re-engineering (BPR) in Opportunity International Savings and Loans Ltd (OISL) in Ghana. It seeks to identify the factors that contribute to this resistance and analyze their impact on the successful adoption of BPR. The study utilizes a quantitative survey approach to collect data from a sample of employees at OISL.

• Employee Resistance to Change
• Business Process Re-engineering (BPR)
• Change Management Strategies
• Organizational Culture and Resistance to Change
• Impact of BPR on Employee Performance

Chapter Summaries

Chapter One: Introduction introduces the research topic, providing context and background information on business process re-engineering and its potential for both success and failure. It outlines the research problem, objectives, research questions, significance, methodology, scope, limitations, and organization of the study.

Chapter Two: Literature Review presents a comprehensive review of relevant literature, exploring the theoretical frameworks and concepts related to business process re-engineering, change management, and the causes of resistance to change. It delves into BPR principles, success factors, failure factors, resistance to change, and different types of change.

Keywords

The study revolves around the key concepts of employee resistance to change, business process reengineering (BPR), organizational culture, change management strategies, quantitative research methodology, and employee performance.