ERP and Training Research Outline (dsom 5542)
According to Dorobat and Nastase (2010), one of the most critical components of successfully implementing ERP systems is the manner in which employees are trained. The authors indicated that that many times the training costs exceed the allocated budgets. Their approach proposes an improved alternative method of monitoring the training activity in an ERP implementation environment using Romanian models. This creates added value for organizations involved in the implementation process due to the economies produce (Dorobat, and Nastase, 125).
Meanwhile, Bradley and Lee (2007) determined that while ERP-related training is important to successful implementation, it is employee perception of such training that is most directly determinative of the success of ERP training programs themselves. More particularly, the authors reported that employees value ease of use and the degree of direct assistance and support that ERP-systems provide in connection with their specific responsibilities. Also, training satisfaction differed based upon job type and gender rather than education level. In addition, they found that post implementation training satisfaction was related to the ease of use and that the current training satisfaction as well as user participation were related to perceived efficiency and effectiveness (Bradley & Lee, 2007, 50).
Similarly, Ashford (2009) found that the approach to ERP system training directly determined the relative success or failure of ERP system integration within organizations. Generally, where organizations plan for and provide an extensive employee training program prior to the ERP system implementation, the results are good. On the other hand, organizations that do not provide comprehensive ERP system training in advance of the ERP systems going live find less success (Ashford, 2009).
The Tellis and Wood article documents an ERP management solution to a problem faced by Fairfield University. In the article, he explores the characteristics of the case methodology of the discipline and then applies technique to Fairfield. The paper begins with an introduction section to familiarize the reader with the case organization and uses it as a model for protocols for researchers in this field. ERP is certainly nothing new and has been subjected to scrutiny and criticism at various times since the 1930's. Tellis noted that as a research tool, it had not had attention in the major research journals and texts in social science about the effects of automation on social organization. He further notes that when used correctly, the case study is accurate and useful. The institution was faced with a declining population of college age students and growing costs of administration. Surveys were distributed full-time faculty and educational administrators to query their opinions about the automated response to the problem and the necessary reorganizations (Tellis).
The study "s objectives include the examination of managerial and economic aspects a rapid acquisition of information technology in an institutional environment.
1. An assessment of the types of computer used in the field of higher education.
2. An evaluation of managerial issues of computing such as the centralization or decentralization of computing, client and server computing as well as aspects of the Internet
3. To establish a basis for the understanding current and future economic aspects of IT acquisition (ibid).
By querying the affected stakeholders and winning their consent, they can be convinced to participate in and help to make the automation process successful. It is necessary (ibid).
This basic methodology has been expanded upon since 1989. In an article by Kwasi Amoako-Gyampah and A.F. Salaam wrote an article about an extension to TAM and the empirically examine it in an ERP implementation environment. In this study, the authors evaluated the impact of a one belief construct, or shared beliefs in the benefits of a given technology. Also, they examined two very widely recognized ERP implementation success factors (such as training and communication) upon a person's perceived usefulness and the perceived ease of use during the technology implementation.
The authors used the data gathered from the implementation of an ERP system and thereby showed that both the training and the project communication's influence the shared beliefs that users form about the benefits of the technology. Also, they influenced the shared beliefs on the perceived usefulness and the general ease of use of the technology. Seemingly, this second factor was surprisingly the more important of the two. By doing this, Amoako-Gyampah and Salam provided empirical and theoretical support for the use of ERP managerial interventions. These included training and communication in order to influence the acceptance of technology because of perceived usefulness and ease of use contribute to behavioral...
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