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Extends earlier work on the relationship between business process re‐engineering (BPR) and human resource management (HRM). The previous work examined how closely HRM practices in organisations which had undergone BPR matched what the literature suggested. Presents the commonalities that emerged with respect to HRM practices as a “typical” pattern, and a “vertical analysis” is carried out to compare the individual organisations studied with this pattern. Ten of the 11 organisations are found to fit the typical pattern very well, but the 11th is substantially different; examines the reasons why this might be.

Examines the relationship between business process re‐engineering (BPR) and human resource management. A number of propositions relating to aspects of human resource management are derived from the literature, and examined by interviewing senior managers in UK organisations where business process re‐engineering projects had either been completed or were still in progress. The propositions are analysed under four major headings: structure and culture, the role of managers, team working, and reward system. The conclusion is that BPR principles on the management of human resources as stated in the literature seem to find a full application in most of the organisations investigated. However, there were two exceptions to the expectations in the literature. The first was that there would be a change to a process‐based structure; a change is seen in the majority of cases, but to a matrix style of organisation. The second was the implication that team‐based reward systems would appear; this has only happened in a minority of cases. Overall, for the organisations studied which have undergone BPR, a very clear pattern emerges with respect to human resource management practices.