BUSINESS PROCESS RE-ENGINEERING AND ORGANIZATIONAL PERFORMANCE: A SURVEY OF SAVINGS AND CREDIT CO-OPERATIVE SOCIETIES IN THE SOUTH RIFT REGION, KENYA
BUSINESS PROCESS RE-ENGINEERING AND ORGANIZATIONAL PERFORMANCE: A SURVEY OF SAVINGS AND CREDIT CO-OPERATIVE SOCIETIES IN THE SOUTH RIFT REGION, KENYA
Kiptum Kangogo Jonathan - Department of Business Administration, Egerton University, Kenya
Dr. Amos Ayuo (PhD) - Department of Business Administration, Egerton University, Kenya
ABSTRACT
Organizational performance is the accumulated end result of all the organizational work processes, activities and approaches that enable organizations to withstand competitive pressure. In order to improve performance and have an edge over competitors, organizations are required to improve their processes. This has influenced the adoption of business strategies such as business process reengineering (BPR). Although BPR is important due to its capacity to ensure that organizations remain competitive, adequate studies have not been carried out to determine the impact of BPR strategies (business rebranding and innovation) on the performance of Deposit Taking SACCOs (DTSs). Therefore, this paper examined the effect of business rebranding and innovation on the performance of DTSs in the South Rift Region, Kenya. The analysis was based on the descriptive survey research design and focused on 41 branch managers of DTSs in the South Rift Region. Primary data was collected using questionnaires and analyzed using both the descriptive and inferential statistics. The findings revealed that business rebranding and business innovation positively influenced the performance of DTSs in the South Rift Region. The findings are significant to policy makers, practitioners and scholars in understanding the link between BPR and performance of DTSs. It was recommended that the management of DTSs in the South Rift Region should take advantage of the benefits of BPR to continue enhancing the performance of their DTSs.
