Business process reengineering and Nigerian banking system efficiency
Autor(a) principal: | |
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Data de Publicação: | 2017 |
Outros Autores: | |
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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Independent Journal of Management & Production |
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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|| |
_version_ |
1797220491039080448 |