| Abstract: | The purpose of this study is to investigate attitude of employees towards BPR implementation in
the Ethiopian Airports Enterprise. To achieve this, descriptive survey research integrated with
quantitative and qualitative methods are used. Further primary data from 237 randomly selected
employees from different departments are collected. In addition interview with selected three
middle and supervisory level leaders and FGD with BPR engineering team members are
conducted. In order to know the perception difference among employees, individual,
organizational and sectoral-related variables are analyzed using both descriptive and inferential
statistics; whereas the data obtained via FGD are treated and analyzed with qualitative
narration. Results in general indicated that majority (76%) of employees have positive attitude
towards BPR implementation. Despite the overall positive attitudes shown on the majority of
employees to BPR, there is variation on the level of employees’ attitudes towards the change tool
as compare to core and support processes, age, work experience and educational qualification
of employee. Accordingly, it is found that core Process staffs have positive attitude than support
Process staff. Moreover, it is found that age, level of education and extent of work experience
affects employees’ attitude towards BPR . Further, the overall leadership commitment and
support; communication efforts and enabling environment towards the implementation of the
change tool are found as satisfactory in view of employees. Moreover, the key challenges to
successfully sustain BPR are found as: competency gap; implementation problem due to lack of
expertise support, lack of coordination and integration and poor alignment of the
implementation process with recognition and reward. It is therefore concluded that although the
overall attitude of employees is good in the organization, it is recommended that capacitybuilding
through training and development, having process consultation, establishing
appropriate governance structure, establishing enabling environment in the implementation
process and creating collaboration and coordination within the units in the organization are
critical to the reform efforts in general and to BPR implementation in particular in the
organization. |
