Business Process Re‐engineering and Human Resource Management

Abstract

Reviews the business process re‐engineering (BPR) vision of radical business process change, focusing on the use of information technology to facilitate a shift away from linear/sequential work organization towards parallel processing and multidisciplinary teamworking. Highlights BPR′s cursory treatment of the human dimension of its programme for radical organizational change and raises the question of how human resource management specialists are to respond to its trivialization of the complexities and dilemmas associated with the re‐engineering of work processes.