Business process performance : investigating the impact of process-oriented appraisals and rewards on success
- Author
- Tahir Ahmad (UGent) , Amy Van Looy (UGent) and Aygun Shafagatova
- Organization
- Abstract
- Considering humans are involved in business process activities, process-oriented appraisals and rewards (POAR) can help stimulate process outcomes. Given a lack of knowledge about the intersection between business process management (BPM) and human resource management (HRM), the authors delve into POAR. The study starts from the theoretical capabilities of BPM and then follows a mixed-method design to develop rich and substantive evidence for successful POAR implementations. Empirical data was collected by ten case organizations experienced in POAR, and a survey with 403 higher-level managers across four continents. From the case data, diverse perspectives have emerged on the supporting capabilities for POAR and especially their interrelationships. Additionally, statistical evidence shows a decisive role of POAR in affecting process performance. While all BPM-specific capabilities seem to matter for POAR, only some also contribute to process performance through POAR. Novelty in the work resides in producing a POAR-based process performance model.
- Keywords
- BPM, Performance Appraisals and Rewards, Business process management, Performance management, Appraisals and, rewards, Case study, Survey, PROCESS ORIENTATION, PLS-SEM, BPM, IMPROVEMENT, ANALYTICS, CULTURE, SYSTEM, SECTOR
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Citation
Please use this url to cite or link to this publication: http://hdl.handle.net/1854/LU-01H49E990CQXCMVSF4DF4AEA9A
- MLA
- Ahmad, Tahir, et al. “Business Process Performance : Investigating the Impact of Process-Oriented Appraisals and Rewards on Success.” BUSINESS & INFORMATION SYSTEMS ENGINEERING, vol. 66, no. 1, 2024, pp. 67–84, doi:10.1007/s12599-023-00820-z.
- APA
- Ahmad, T., Van Looy, A., & Shafagatova, A. (2024). Business process performance : investigating the impact of process-oriented appraisals and rewards on success. BUSINESS & INFORMATION SYSTEMS ENGINEERING, 66(1), 67–84. https://doi.org/10.1007/s12599-023-00820-z
- Chicago author-date
- Ahmad, Tahir, Amy Van Looy, and Aygun Shafagatova. 2024. “Business Process Performance : Investigating the Impact of Process-Oriented Appraisals and Rewards on Success.” BUSINESS & INFORMATION SYSTEMS ENGINEERING 66 (1): 67–84. https://doi.org/10.1007/s12599-023-00820-z.
- Chicago author-date (all authors)
- Ahmad, Tahir, Amy Van Looy, and Aygun Shafagatova. 2024. “Business Process Performance : Investigating the Impact of Process-Oriented Appraisals and Rewards on Success.” BUSINESS & INFORMATION SYSTEMS ENGINEERING 66 (1): 67–84. doi:10.1007/s12599-023-00820-z.
- Vancouver
- 1.Ahmad T, Van Looy A, Shafagatova A. Business process performance : investigating the impact of process-oriented appraisals and rewards on success. BUSINESS & INFORMATION SYSTEMS ENGINEERING. 2024;66(1):67–84.
- IEEE
- [1]T. Ahmad, A. Van Looy, and A. Shafagatova, “Business process performance : investigating the impact of process-oriented appraisals and rewards on success,” BUSINESS & INFORMATION SYSTEMS ENGINEERING, vol. 66, no. 1, pp. 67–84, 2024.
@article{01H49E990CQXCMVSF4DF4AEA9A,
abstract = {{Considering humans are involved in business process activities, process-oriented appraisals and rewards (POAR) can help stimulate process outcomes. Given a lack of knowledge about the intersection between business process management (BPM) and human resource management (HRM), the authors delve into POAR. The study starts from the theoretical capabilities of BPM and then follows a mixed-method design to develop rich and substantive evidence for successful POAR implementations. Empirical data was collected by ten case organizations experienced in POAR, and a survey with 403 higher-level managers across four continents. From the case data, diverse perspectives have emerged on the supporting capabilities for POAR and especially their interrelationships. Additionally, statistical evidence shows a decisive role of POAR in affecting process performance. While all BPM-specific capabilities seem to matter for POAR, only some also contribute to process performance through POAR. Novelty in the work resides in producing a POAR-based process performance model.}},
author = {{Ahmad, Tahir and Van Looy, Amy and Shafagatova, Aygun}},
issn = {{2363-7005}},
journal = {{BUSINESS & INFORMATION SYSTEMS ENGINEERING}},
keywords = {{BPM, Performance Appraisals and Rewards,Business process management,Performance management,Appraisals and,rewards,Case study,Survey,PROCESS ORIENTATION,PLS-SEM,BPM,IMPROVEMENT,ANALYTICS,CULTURE,SYSTEM,SECTOR}},
language = {{eng}},
number = {{1}},
pages = {{67--84}},
title = {{Business process performance : investigating the impact of process-oriented appraisals and rewards on success}},
url = {{http://doi.org/10.1007/s12599-023-00820-z}},
volume = {{66}},
year = {{2024}},
}
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