![]() ![]() Partly for these reasons it is also not as coercive in its control over labour as some critics fear. In practice BPR is neither as simple to implement nor as ‘rational’ in its content as the gurus would have us believe. Although some staff may welcome those elements of a BPR work regime that facilitate a more varied work experience, the possibilities for satisfaction are often curtailed due to management$apos preoccupation with productivity and ‘bottom line’ results. ![]() Despite mixed responses our case study indicates that for those employees who remain in employment after ‘re-engineering’, working conditions may become more stressful and intensive. We examine the nature of work within a team-based, multi-skilled and empowered environment within financial services. This paper explores the experiences of staff working under a business process re-engineering (BPR) work regime. ![]()
0 Comments
Leave a Reply. |