A Study of HR Practices for effective implementation of BPR

Business Process Reengineering (BPR) aims at cutting down enterprise costs and process redundancies, but unlike other process management techniques, it does so on a much broader scale. Business Process Reengineering (BPR) - also known as process innovation and core process redesign - attempts to restructure or obliterate unproductive management layers, wipe out redundancies, and remodel processes differently. Think of it as doing a full resto-modification on an old muscle car. That old Corvette worked fine back in the 1970s, but the rusty frame needs some work and a new automatic transmission would be great. Of all the disciplines that guide the enterprise world and its management of processes, nothing comes close to a solution that is as radical - and controversial - as Business Process Reengineering (BPR). BPR, Business Process Reengineering is radical because it often ignores the rules that apply to the current processes. And it is argued over because it usually demands heavy investment (read training and IT resources), budget cuts across department lines and many times results in employee layoffs. Going back to the car analogy, it takes a look at every system and tries to find.