Business process reengineering and Nigerian banking system efficiency

Detalhes bibliográficos
Autor(a) principal: Ugoani, John N. N.
Data de Publicação: 2017
Outros Autores: Ugoani, Anthony
Tipo de documento: Artigo
Idioma: eng
Título da fonte: Independent Journal of Management & Production
Texto Completo: http://www.ijmp.jor.br/index.php/ijmp/article/view/549
Resumo: Prior to 2000, and before banks in Nigeria embraced the NBS was inefficient, characterized by frauds, long queues, nonperforming loans, illiquidity and distress. As one way of overcoming these challenges banks started to focus on BPR as a veritable tool to drive efficiency customer satisfaction and improved shareholder value. With the advent of BPR and process improvement efficiency gradually strolled back in to the NBS Against the prereengineering era when the liquidity ratio of the NBS was minus 15.92 percent in 1996 with no bank meeting the 30 percent minimum prudential requirement, the NBS had a positive average liquidity ratio of 65.69 in 2011 with all the banks meeting the 30 percent minimum liquidity ratio. The banks that introduced BPR early in the 2000s have remained without distress, liquid, efficient with high growths in gross earnings, total assets profitability and total equity. The research design was deployed for the study, and it was found that BPR has positive effect on NBS efficiency.
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spelling Business process reengineering and Nigerian banking system efficiencyPrereengineering eraContinuous improvementTotal quality managementMarket conceptBPRNBSPrior to 2000, and before banks in Nigeria embraced the NBS was inefficient, characterized by frauds, long queues, nonperforming loans, illiquidity and distress. As one way of overcoming these challenges banks started to focus on BPR as a veritable tool to drive efficiency customer satisfaction and improved shareholder value. With the advent of BPR and process improvement efficiency gradually strolled back in to the NBS Against the prereengineering era when the liquidity ratio of the NBS was minus 15.92 percent in 1996 with no bank meeting the 30 percent minimum prudential requirement, the NBS had a positive average liquidity ratio of 65.69 in 2011 with all the banks meeting the 30 percent minimum liquidity ratio. The banks that introduced BPR early in the 2000s have remained without distress, liquid, efficient with high growths in gross earnings, total assets profitability and total equity. The research design was deployed for the study, and it was found that BPR has positive effect on NBS efficiency.Independent2017-12-01info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdftext/htmlhttp://www.ijmp.jor.br/index.php/ijmp/article/view/54910.14807/ijmp.v8i4.549Independent Journal of Management & Production; Vol. 8 No. 4 (2017): Independent Journal of Management & Production; 1173-11902236-269X2236-269Xreponame:Independent Journal of Management & Productioninstname:Instituto Federal de Educação, Ciência e Tecnologia de São Paulo (IFSP)instacron:IJM&Penghttp://www.ijmp.jor.br/index.php/ijmp/article/view/549/754http://www.ijmp.jor.br/index.php/ijmp/article/view/549/771Copyright (c) 2017 John N. N. Ugoani, Anthony Ugoaniinfo:eu-repo/semantics/openAccessUgoani, John N. N.Ugoani, Anthony2018-09-04T13:00:46Zoai:www.ijmp.jor.br:article/549Revistahttp://www.ijmp.jor.br/PUBhttp://www.ijmp.jor.br/index.php/ijmp/oaiijmp@ijmp.jor.br||paulo@paulorodrigues.pro.br||2236-269X2236-269Xopendoar:2018-09-04T13:00:46Independent Journal of Management & Production - Instituto Federal de Educação, Ciência e Tecnologia de São Paulo (IFSP)false
dc.title.none.fl_str_mv Business process reengineering and Nigerian banking system efficiency
title Business process reengineering and Nigerian banking system efficiency
spellingShingle Business process reengineering and Nigerian banking system efficiency
Ugoani, John N. N.
Prereengineering era
Continuous improvement
Total quality management
Market concept
BPR
NBS
title_short Business process reengineering and Nigerian banking system efficiency
title_full Business process reengineering and Nigerian banking system efficiency
title_fullStr Business process reengineering and Nigerian banking system efficiency
title_full_unstemmed Business process reengineering and Nigerian banking system efficiency
title_sort Business process reengineering and Nigerian banking system efficiency
author Ugoani, John N. N.
author_facet Ugoani, John N. N.
Ugoani, Anthony
author_role author
author2 Ugoani, Anthony
author2_role author
dc.contributor.author.fl_str_mv Ugoani, John N. N.
Ugoani, Anthony
dc.subject.por.fl_str_mv Prereengineering era
Continuous improvement
Total quality management
Market concept
BPR
NBS
topic Prereengineering era
Continuous improvement
Total quality management
Market concept
BPR
NBS
description Prior to 2000, and before banks in Nigeria embraced the NBS was inefficient, characterized by frauds, long queues, nonperforming loans, illiquidity and distress. As one way of overcoming these challenges banks started to focus on BPR as a veritable tool to drive efficiency customer satisfaction and improved shareholder value. With the advent of BPR and process improvement efficiency gradually strolled back in to the NBS Against the prereengineering era when the liquidity ratio of the NBS was minus 15.92 percent in 1996 with no bank meeting the 30 percent minimum prudential requirement, the NBS had a positive average liquidity ratio of 65.69 in 2011 with all the banks meeting the 30 percent minimum liquidity ratio. The banks that introduced BPR early in the 2000s have remained without distress, liquid, efficient with high growths in gross earnings, total assets profitability and total equity. The research design was deployed for the study, and it was found that BPR has positive effect on NBS efficiency.
publishDate 2017
dc.date.none.fl_str_mv 2017-12-01
dc.type.driver.fl_str_mv info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
format article
status_str publishedVersion
dc.identifier.uri.fl_str_mv http://www.ijmp.jor.br/index.php/ijmp/article/view/549
10.14807/ijmp.v8i4.549
url http://www.ijmp.jor.br/index.php/ijmp/article/view/549
identifier_str_mv 10.14807/ijmp.v8i4.549
dc.language.iso.fl_str_mv eng
language eng
dc.relation.none.fl_str_mv http://www.ijmp.jor.br/index.php/ijmp/article/view/549/754
http://www.ijmp.jor.br/index.php/ijmp/article/view/549/771
dc.rights.driver.fl_str_mv Copyright (c) 2017 John N. N. Ugoani, Anthony Ugoani
info:eu-repo/semantics/openAccess
rights_invalid_str_mv Copyright (c) 2017 John N. N. Ugoani, Anthony Ugoani
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
text/html
dc.publisher.none.fl_str_mv Independent
publisher.none.fl_str_mv Independent
dc.source.none.fl_str_mv Independent Journal of Management & Production; Vol. 8 No. 4 (2017): Independent Journal of Management & Production; 1173-1190
2236-269X
2236-269X
reponame:Independent Journal of Management & Production
instname:Instituto Federal de Educação, Ciência e Tecnologia de São Paulo (IFSP)
instacron:IJM&P
instname_str Instituto Federal de Educação, Ciência e Tecnologia de São Paulo (IFSP)
instacron_str IJM&P
institution IJM&P
reponame_str Independent Journal of Management & Production
collection Independent Journal of Management & Production
repository.name.fl_str_mv Independent Journal of Management & Production - Instituto Federal de Educação, Ciência e Tecnologia de São Paulo (IFSP)
repository.mail.fl_str_mv ijmp@ijmp.jor.br||paulo@paulorodrigues.pro.br||
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