Human factor in business process management: modeling competencies of BPM roles

Hrabal, Martin; Tuček, David; Molnár, Vieroslav; Fedorko, Gabriel

doi:10.1108/bpmj-04-2020-0161

Cited by 22 publications

(19 citation statements)

References 30 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Barbieri et al proposed a methodology that allowed them to consider the contribution of human factors and risk profiles in service provision [63], but there was no formal description how human motivations and interests were modelled and how these impacted the service provision. Furthermore, other studies have considered the human factor and competencies within business process management [64], although there has been no description of how human factors were modelled and considered in business decision making; the present research provides a framework to model them and assess their influence. The authors of other studies have analyzed the evolution and impacts of the industrial revolutions, e.g., Trenovski and Merdzan, who studied the impact of the fourth industrial revolution on the global economy [65], though they considered the human factor in terms of production agents and not in terms of the human factor's effect on decision making.…”

Section: Discussionmentioning

confidence: 99%

Development of a Business Assessment and Diagnosis Tool That Considers the Impact of the Human Factor during Industrial Revolutions

Torres

Gallego-García

et al. 2022

Sustainability

View full text Add to dashboard Cite

Over time, the satisfaction of needs and the ability to meet them have consistently increased. However, the world of the 21st century is one in which the basic needs of millions of human beings are still not satisfied. Why? To an extent, nonprofit organizations such as charities play essential roles in the needed improvement of this situation. In this regard, the human factor within an organization is key influence in organizational performance and societal impact. Human beings within organizations make decisions based on their own motives, so the ethical values of each person are significantly important. Therefore, it is necessary to use analyze the potential of the human factor in the fourth industrial revolution and to analyze its influence in the previous industrial revolutions. This research was aimed to conduct such analyses for a nonprofit charity. Moreover, the authors of this paper also analyzed the industrial revolution potentials of the charity case study using system dynamics. The relevance of the presented paper was ensured by the aforementioned combination of topics. The results showed how greater impacts, higher expenses, and higher stocks were not necessarily able to quantitatively satisfy food needs in a timely manner if the human factor and global effectiveness and efficiency were not optimized. When these aspects were optimized, our hypothesis was proven, as the models set for further industrial revolutions were shown to provide better results in the satisfaction, efficiency, and economic indicators with a lower financial need; therefore, this model can be used to satisfy other needs of Maslow’s pyramid. In conclusion, this proposed approach empowers welfare organizations to increase their CSR consideration, thus enabling them to use internal mechanisms to secure viability in the pursuit of a high-performance CSR approach.

show abstract

Section: Discussionmentioning

confidence: 99%

Development of a Business Assessment and Diagnosis Tool That Considers the Impact of the Human Factor during Industrial Revolutions

Torres

Gallego-García

et al. 2022

Sustainability

View full text Add to dashboard Cite

show abstract

“…The next PG element, i.e., roles and responsibilities, represents the entire range of BPM-related roles. While there is no agreement among researchers regarding the nomenclature and names of process roles themselves (ABPMP, 2013;Kettenbohrer, 2016;Hrabal et al, 2020), it is the importance of the human factor that is considered crucial for the successful management of business processes in an organisation (Kratzer et al, 2019;do Amaral Castro et al, 2020). From the perspective of BPM success, one of the most important process roles is undoubtedly the process owner (Ensslin et al, 2017;Danilova, 2018;Hrabal & Tucek, 2018).…”

Section: Process Governancetheoretical Backgroundmentioning

confidence: 99%

“…Furthermore, the effectiveness of process governance mechanisms depends on its ability to manage and lead process teams and to communicate and manage stakeholders (Funke & Reha, 2019). These tasks are performed within process teams and in cooperation with the BPM Centre of Excellence (or BPM Competence Centres or Business Processes Office) (Santana et al, 2011;Bitkowska, 2018;Hrabal et al, 2020).…”

Section: Process Governancetheoretical Backgroundmentioning

confidence: 99%

“…A literature review on BPM did not reveal many papers that comprehensively considered barriers associated with establishing and operating process governance. The ongoing research in the area of process governance is mainly concerned with frameworks (Hove et al, 2015;Markus & Jacobson, 2015;Doebli, 2011;Kirchmer, 2017), the functioning of the process competence/excellence centre (Jesus et al, 2015;Bitkowska, 2018;Bandara et al, 2019), the role of the process owner (Hernaus et al, 2016;Danilova, 2018, Hrabal et al, 2020, and digital transformation (Fisher et al, 2020;Kerpedzhiev et al, 2021). Despite the multifaceted nature of these studies, their authors clearly indicate the relevance of process governance and the need for a further and more comprehensive exploration of this issue due to the changing and situational conditions of BPM implementation.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Barriers to implementation of business process governance mechanisms

Jurczuk

2021

Engineering Management in Production and Services

View full text Add to dashboard Cite

One of the main challenges in implementing process-oriented management is establishing a governance mechanism in the organisation. It creates a coherent framework for the execution, management and perception of business processes, which is the foundation of consistent Business Process Management (BPM). Process governance (PG) refers to an organisation’s ability to manage its relationships with all process stakeholders and support the value chain for its customers. Its implementation involves establishing process regulation mechanisms and stakeholder-oriented criteria to support prioritisation, cascading, and change management within BPM initiatives. A review of the domain literature reveals that while process governance has been discussed from several but separated perspectives (strategy, business roles, performance, and maturity), only a few studies identify and synthesise the barriers to its implementation in organisations. The paper mainly aims to identify and classify the key barriers to the implementation of process governance. The author’s approach refers to the six core elements of Business Process Management capability and process governance frameworks. Research results confirm that most process governance barriers polarise around the competence gaps of the process stakeholders and the immaturity of the process-oriented culture of companies. Another significant group of constraints to process governance arises from the existing organisation’s structure. They are mainly related to the proper division of responsibilities and a weak position or the lack of BPM centres of excellence. The research contributes to the literature on management by identifying potential barriers to business process governance that constrain BPM initiatives. The identified PG challenges can provide a basis for developing a theoretical framework for Business Process Management and models for BPM success factors.

show abstract

“…Core assets of organizations, business processes shape the functioning and efficiency of organizations [4]. Process modelling guidelines are a valuable instrument for increasing the quality of process models [5], and the human factor is of great importance in Business Process Management (BPM) implementation [6]. Early involvement of stakeholders from top management to the operational level is essential for successful implementation of BPM [7].…”

Section: Introductionmentioning

confidence: 99%

A Framework to Align Business Processes: Identification of the Main Features

Marchão¹,

Reis²,

Martins³

2021

Adv. sci. technol. eng. syst. j.

View full text Add to dashboard Cite

Information and Communications Technologies are developing faster today than ever before, giving an important contribution to the global economy. Organizations in developed and developing economies explore new technologies to gain advantage and add value. That evolution also brings an increasing complexity to the organizations' management. The alignment of organizational practices with international standards and best practices worldwide accepted in this domain is a relevant topic. To identify gaps in Information and Communications Technologies management area, a brief analysis of international standards will be considered in the state-of-the-art. Considering that Information Technology Infrastructure Library and Control Objectives for Information and related Technology are the most used in the literature review, this paper will propose an Information and Communications Technologies management framework based on those two standards. The approach pretends to solve some gaps found in process alignment, continuing improvement of Information and Communications Technologies services in the context of the organization, driving stakeholder satisfaction and cost optimization. Concluding, the final goal of this paper is to present the framework features analysed, to allow an integrative and multidisciplinary vision, leading to cost optimization, increasing communication, and stakeholder satisfaction.

show abstract

Human factor in business process management: modeling competencies of BPM roles

Cited by 22 publications

References 30 publications

Development of a Business Assessment and Diagnosis Tool That Considers the Impact of the Human Factor during Industrial Revolutions

Development of a Business Assessment and Diagnosis Tool That Considers the Impact of the Human Factor during Industrial Revolutions

Barriers to implementation of business process governance mechanisms

A Framework to Align Business Processes: Identification of the Main Features

Contact Info

Product

Resources

About