An Assessment Of Service Delivery Performance In The Aftermath Of Business Process Reengineering Implementation The Case Of Ethiopian Civil Aviation Authority

Currently there is a widely shared understanding that Business Process Reengineeringrnhas transformed the service delivery performance of many government institutions atrnfederal, regional as well as local levels. Processes which had been taking months orrnyears with high cost have been made to be performed in hours and or days with lowestrnpossible cost. The court system at federal and regional levels, municipal services atrnkebeles’ in Addis Ababa city administrationrnand many other institutions can bernmentioned as an example.rnThis study was conducted to assess the service delivery performance of Ethiopian CivilrnAviation Authority in the aftermath of implementing BPR. The study is initiated due tornthe prevailing mass dissatisfactions and instability in the organization since the time ofrnthe implementation of BPR. Accordingly the study has examined the attitudes of ECAArnemployees and customers’ evaluation about the changes brought by BPR implementation.rnTo this purpose a comparative employee attitude analysis was made on the servicerndelivery performance of the organization between the pre and post BPR implementationrnperiods using pearsons’ correlation and T-test as statistical tools. Furthermore, clients ofrnthe Authority evaluated its’ service delivery performance using ten quality dimensionsrnand their scores are analyzed based on the service quality model of parsmanma. Thernopinions of the management members have also been included in the assessment usingrnsemi structured interview. The finding has revealed that the Authority has not attainedrnthe required transformation from both the opinions of its employees and clients. Thernaggregate attitudernBased on the findings of the study the researcher recommends the authority to revisit thernBPR study and to work on improving the attitudes of its employees. A concerted effort hasrnto be made to maintain its skilled human power. Especially the management of EthiopianrnCivil Aviation Authority has to learn from the consequences of false promise to carry outrna specified task and avoid such promises at any cost. Moreover, proper planning andrntiming is the key for successful implementation of programs and attainment ofrnorganizational objectives. Therefore, it is the time for Ethiopian Civil Aviation Authorityrnto wake up and commit itself on investigating why the organization failed to attain thernrequired transformation andrnfind out solutions for further intervention

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