Transforming Employee Performance Through Business Process Management: A Real-World Teaching Case

T Yapa, Vathsala Wickramasinghe () and Wasana Bandara
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Vathsala Wickramasinghe: University of Moratuwa

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Abstract: Business Process Management (BPM) plays a critical role by driving digital innovation and enhancing organizational agility. Due to its importance in information systems (IS), educational institutions worldwide offer diverse BPM courses. However, a notable gap remains in teaching resources that offer real-world cases with a strong focus on diverse organizational contexts. This teaching case fills this gap by presenting the employees' performance management process of a small-to-medium enterprise (SME) in a developing nation. The case offers a unique perspective in BPM by illuminating its interplay with contextual complexities in the SME environment. The case highlights an underexplored area on BPM - the critical role of effectively integrating and managing employees' performance within operational workflows - by bridging theory with practice and fostering digital-oriented problem-solving skills. The case is designed with student tasks centered around a structured process lifecycle approach, utilizing real-life process data and supported by comprehensive teaching materials. It is practical, engaging, user-friendly, and adaptable across diverse learning environments, making it a valuable resource in BPM education. This case enables educators to effectively teach complex BPM topics while fostering practical skills in students.

Keywords: Process improvement; Teaching case; Real-world case study; Workflow optimization; Performance management; Workforce productivity; Industrial and organizational psychology; Business process management; Employee performance; process optimization (search for similar items in EconPapers)
Date: 2025
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Citations: View citations in EconPapers (2)

Published in Communications of the Association for Information Systems, 2025, 57, pp.365 - 383. ⟨10.17705/1cais.05714⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05482847

DOI: 10.17705/1cais.05714

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