ERP Implementation Impact on Employees and Business Processes
This paper presents findings from a survey-based study examining the impact of Enterprise Resource Planning (ERP) implementation on employees and business processes at a manufacturing company in New Delhi, India. Drawing on responses from Customer Service Representatives, Inventory Schedule Controllers, Implementation Team Members, and Managers, the study addresses four core research questions about ERP integration challenges, project management, obstacles encountered, and required process changes. Results reveal that most frontline employees perceived increased job difficulty, greater informational demands, and reduced order-processing capacity after implementation, while managers reported comparatively little change. The paper concludes with implications for organizational change management, employee morale, and customer satisfaction, and recommends further cross-company research on ERP adoption strategies.
- Introduction and Research Questions: Study purpose and four core research questions
- Survey Results by Question: Seventeen survey questions analyzed by job category
- Customer Order Processing Observations: Researcher observation of SAP order entry workflow
- Data Trustworthiness and Chapter Summary: Triangulation methods and key findings summary
- Challenges, Social Change, and Conclusions: ERP challenges, social implications, and study conclusions
- Research Implications and Recommendations: Practical guidance and future research directions
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What makes this paper effective
- Systematic question-by-question survey analysis presents data in clearly labeled tables before offering interpretive commentary, making findings easy to follow and verify.
- The study triangulates data by combining structured questionnaires, in-person interviews, and direct observation of customer order processing, strengthening credibility.
- The paper situates empirical findings within an established theoretical framework — Moorhead and Griffin's performance formula P = f(M+A+E) — grounding practical results in organizational behavior theory.
Key academic technique demonstrated
The paper demonstrates effective use of data triangulation in qualitative and mixed-methods research. By combining survey responses, interview data, and firsthand observation of SAP order-entry workflows, the researcher validates findings from multiple angles. Each data point is checked against prior literature, and divergences from expected outcomes (such as the absence of improved customer satisfaction) are explicitly noted and discussed rather than ignored.
Structure breakdown
The paper opens with research questions and a presentation of survey results across seventeen questions organized by job category. A narrative observation of actual customer order processing follows, supplemented by a discussion of data reliability. Chapter 5 synthesizes findings into conclusions, addresses social change significance, and closes with practical and future-research recommendations. This moves logically from raw data, to interpretation, to actionable implications.
Introduction and Research Questions
This chapter presents the results of the research and the impact that implementation of an Enterprise Resource Planning (ERP) system had on the employees and business processes at the Manufacturing Company under study. The research was performed to obtain answers to the following four questions:
1. Why was the organization prompted to integrate the ERP and the SCM systems?
2. How was the integration project managed, and what resources were required to manage it?
3. What challenges and obstacles were faced by the organization, and how were they resolved?
4. What changes were required to the existing processes due to integration?
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