Abstract:
Studies on employee’s performance are important to clearly identify and improve pessimistic views against performance. This study is a cross-sectional quantitative research on assessing the effect of business process reengineering factors on employee performance of Assosa University. Leadership style, cooperative working environment, use of information technology, resistance to change and employee’s perception are the major factors studied. Convenience sampling technique with stratification is employed to select 218 respondents. The researcher used a semi-structured questionnaire and personal observation to collect data. Data presentation, analysis and interpretation are made with the aid of descriptive statistics, factor analysis with principal axis factoring and ordinary least squares model. Regarding the perceptions of employees on achievements of reengineering objectives which are significant at zero percent shows that employees from Assosa University perceived themselves as having to work harder after reengineering process had been implemented. The mean performance of employees is 3.40 with a standard deviation of 0.883. Based on this it can be concluded that reengineering objectives are not that much achieved in Assosa University. In terms of contribution to employee’s performance, leadership style followed by resistance to change, employee’s perception, cooperative-working environment, and information system respectively. However, in Assosa University still there is no strong base line performance evaluation system; employees were not satisfied with compensation, promotion and empowerment up to this moment. Based on the finding of the study it can be concluded that reengineering process has become useful weapon for the organization that seeks improvement in their current organizational performance and intends to achieve objective. The study recommends that reengineering process remains effective tool for organizations to operate effectively and efficiently.
