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NTU Management Review Vol. 35 No. 1 Apr. 2025

enable companies to react in accordance with the performance results. The appropriate
actions in the act stage might be maintaining the process or taking new directions in the
plan stage.
In the case company, the compensation approval process redesign made the

onboarding process improvements possible.

5. Conclusion

This research explores how BPM may be applied to the HR management process and
examines the inadequacies of the BPM life cycle. Our case study shows that the ABPMP
PDCA life cycle can explain most of the formal steps taken by the case company and yet
excludes its subtle, informal method of facilitating the BPM project. The ABPMP PDCA

life cycle is mainly restricted to one project and does not include the actions taken before
the project. However, these actions are considered crucial to the success of the BPM
project. Our study shows a well-executed BPM project with an 85% increase in efficiency
for the compensation approval process. The result also accords with previous research

findings for studies in which people management and change management are critical
factors organizations should consider (Faeste and Hemerling, 2016; Trkman, 2010).
We also notice that although it is not part of the initial purpose of this research, it is
determined that the main obstacle to the success of BPM projects is inadequate stakeholder

management. As the senior corporate advisor mentioned in our interview, the case
company held several informal meetings to decrease possible resistance. Any resistance
thereafter comes from employees’ lack of a positive mindset to deal with their weaknesses.
If substantial resistance exists, a BPM project may never begin, a condition which may

explain the lack of research in this field.
The implications of the present research for the express industry are worth noting.
This research first confirms that the PDCA cycle can be successfully applied to this
industry. In other words, the PDCA framework is considered helpful in analyzing and

proposing solutions to process inefficiency in the express industry. It further confirms the
critical role that support processes provide to the primary process to improve performance.
Furthermore, without support from top management, the perspectives of various
process owners can be diverse, which can fuel challenges of process management and

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