Internal business process performance of the Nepalese telecom industry

Rewan Kumar Dahal

doi:10.21511/ppm.19(4).2021.12

Abstract

The study looked at the use of internal business process metrics within the performance assessment framework of the Nepalese telecom industry. It employed a descriptive study approach and an organized questionnaire survey instrument. The population of this study included all of Nepal’s telecom operators and their employees. The sample organizations from which random sampling techniques obtained the responses of 318 employees were Nepal Telecom and Ncell. The employees who hold at least offers and above positions at their company were the targeted respondents of the study. Three parts of the survey questionnaire were set up with 27 questions of different types to gather data. SPSS (statistical package for social sciences) program was employed to process and analyze the data. Sixteen measuring variables within four constructs were examined to assess the IBPP (internal business process performance). Three of these constructs: operations management (β = 0.229, p &amp;lt; 0.01), customer management (β = 0.380, p &amp;lt; 0.01), and regulatory and social processes (β = 0.175, p &amp;lt; 0.01) were found to have a statistically significant and favorable impact on the IBPP while innovation processes (β = 0.024, p &amp;gt; 0.05) was not properly applied and understood in the Nepalese telecom industry. The findings of this study will help identify the primary drivers of performance metrics and their relevance in organizational performance for the Nepalese telecom industry.

Highlights

This study was the employees’ assessment of the Nepalese telecom operators regarding whether the Note: Predictors: (Constant), Operation Management Processes (OMPs), Customer Management Processes (CMPs), innovation processes (IPs), regulatory and social processes (RSPs). internal business process indicators were applied Dependent variable: Internal Business Process Performance (IBPP)
To accomplish the study goals, primary data had been collected from 318 employees of Nepal Telecom (NT) and Ncell through an organized survey questionnaire
The study coped with measuring IBPP of the Nepalese telecom industry though there are several other measures

Summary

INTRODUCTION

When Kaplan and Norton (1993) analyzed three organizations’ overall performance using a balanced scorecard, this was the cornerstone of non-financial performance metrics in an organizational performance measuring framework (e.g., internal business processes, consumers, learning and growth, etc.). On regulatory and social success across a range of crucial dimensions such as environment, employ- In addition to the measured variables, the variaees’ health and safety, employment practices, com- bles such as defects in product and processes, remunity investment, etc., is essential (Atkinson et liability of equipment, time to resolve customers al., 2014; Kaplan & Norton, 2001). Academic researchers have noted a strong association between business process efficiency and H3: Measures in IPs are used effectively and effiorganizational performance Such a relationship ciently to have a meaningful and important has been observed either as a causal relationimpact on IBPP.

RESULTS

DISCUSSION

CONCLUSION