The human face of re-engineering in financial services

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Published

Standard

The human face of re-engineering in financial services. / Mccabe, Darren ; Knights, David.
In: Managing Service Quality: An International Journal, Vol. 10, No. 2, 01.04.2000, p. 74-78.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Mccabe, D & Knights, D 2000, 'The human face of re-engineering in financial services', Managing Service Quality: An International Journal, vol. 10, no. 2, pp. 74-78. https://doi.org/10.1108/09604520010318263

APA

Mccabe, D., & Knights, D. (2000). The human face of re-engineering in financial services. Managing Service Quality: An International Journal, 10(2), 74-78. https://doi.org/10.1108/09604520010318263

Vancouver

Mccabe D , Knights D. The human face of re-engineering in financial services. Managing Service Quality: An International Journal. 2000 Apr 1;10(2):74-78. doi: 10.1108/09604520010318263

Author

Mccabe, Darren ; Knights, David. / The human face of re-engineering in financial services. In: Managing Service Quality: An International Journal. 2000 ; Vol. 10, No. 2. pp. 74-78.

Bibtex

@article{859d02adb2dc46399af66ef0a15d74e0,

title = "The human face of re-engineering in financial services",

abstract = "Managers are increasingly using the term “business process re-engineering” to rationalise and describe a variety of innovations, irrespective of their content. Programmes of re-engineering have been designed simply as a means to cut costs; one of the major costs being that of people. The neglect of people in the design of re-engineering programmes has resulted in “operational” managers being forced to address issues such as low staff morale, poor job satisfaction and high levels of stress after a new structure or system has been put in place. This has resulted in attempts to improve communication and promote a consultative and open style of management. Job rotation, enlargement and enrichment have also been targets for improvement, and a greater emphasis has been placed on teamworking. An emerging phenomenon, which we feel is conducive to teamworking, is that of management involving employees in a discussion of service quality and what it means to work in their respective organisations. Critically, following these discussions, management must attempt to address the issues raised by employees.",

keywords = "BPR, Case studies, Financial services, Service quality",

author = "Darren Mccabe and David Knights",

year = "2000",

month = apr,

day = "1",

doi = "10.1108/09604520010318263",

language = "English",

volume = "10",

pages = "74--78",

journal = "Managing Service Quality: An International Journal",

issn = "0960-4529",

publisher = "Emerald Group Publishing Ltd.",

number = "2",

}

RIS

TY - JOUR

T1 - The human face of re-engineering in financial services

AU - Mccabe, Darren

AU - Knights, David

PY - 2000/4/1

Y1 - 2000/4/1

N2 - Managers are increasingly using the term “business process re-engineering” to rationalise and describe a variety of innovations, irrespective of their content. Programmes of re-engineering have been designed simply as a means to cut costs; one of the major costs being that of people. The neglect of people in the design of re-engineering programmes has resulted in “operational” managers being forced to address issues such as low staff morale, poor job satisfaction and high levels of stress after a new structure or system has been put in place. This has resulted in attempts to improve communication and promote a consultative and open style of management. Job rotation, enlargement and enrichment have also been targets for improvement, and a greater emphasis has been placed on teamworking. An emerging phenomenon, which we feel is conducive to teamworking, is that of management involving employees in a discussion of service quality and what it means to work in their respective organisations. Critically, following these discussions, management must attempt to address the issues raised by employees.

AB - Managers are increasingly using the term “business process re-engineering” to rationalise and describe a variety of innovations, irrespective of their content. Programmes of re-engineering have been designed simply as a means to cut costs; one of the major costs being that of people. The neglect of people in the design of re-engineering programmes has resulted in “operational” managers being forced to address issues such as low staff morale, poor job satisfaction and high levels of stress after a new structure or system has been put in place. This has resulted in attempts to improve communication and promote a consultative and open style of management. Job rotation, enlargement and enrichment have also been targets for improvement, and a greater emphasis has been placed on teamworking. An emerging phenomenon, which we feel is conducive to teamworking, is that of management involving employees in a discussion of service quality and what it means to work in their respective organisations. Critically, following these discussions, management must attempt to address the issues raised by employees.

KW - BPR

KW - Case studies

KW - Financial services

KW - Service quality

U2 - 10.1108/09604520010318263

DO - 10.1108/09604520010318263

M3 - Journal article

AN - SCOPUS:84986135357

VL - 10

SP - 74

EP - 78

JO - Managing Service Quality: An International Journal

JF - Managing Service Quality: An International Journal

SN - 0960-4529

IS - 2

ER -

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