User resistance in Post ERP implementation stage
Master thesis, 15 credits, INFM02, in Informatics
Presented:
June, 2010
Author:
Muhammad Zubair Aslam
Supervisor:
Bo Anderson
Examiners:
Agneta Olerup,Magnus Wärja
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
Title:
User Resistance in Post ERP implementation
Authors:
Muhammad Zubair Aslam
Publisher:
Department of Informatics
Supervisor:
Bo Anderson
Examiners:
Agneta Olerup, Magnus Wärja
Presented:
June, 2010
Thesis type:
Master thesis
Language:
English
Keywords:
ERP, user resistance, implementation, change, resistance to
change, User expectations, user training, usability issues
Abstract
User resistance in ERP implementation has been identified as an obstruction that creates
problems for organizations, therefore it needs to be thoroughly understood. ERP is
implemented in stages and the last stage in ERP implementation project is Post
Implementation Stage. Post Implementation Stage of ERP system is very crucial for a project
as ERP implementation doesn’t finish after Go-Live, instead the real test of system starts
when user begins using the system. Much of past research work on user resistance is about
managing user resistance and formulating strategies to minimize it. This research focus to
identify the causes behind user resistance in POST-ERP implementation stage. The reasons
identified by this research are user expectations, inadequate user training, education, usability
and use of technology. The main purpose of the work is to detect some causes that must be
considered in order to secure ERP implementation project as successful by reducing user
resistance towards the system. For attaining this objective and to achieve the main goal of
research, interviews were conducted with users and they were asked questions related to
research question. The result of this study indicates that user resistance after ERP
implementation is caused by resistance to change, user expectations, inadequate education and
training, usability issues and resistance towards technology.
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Acknowledgements
In beginning I want to show my gratitude to my supervisor Bo Anderson for his support,
cooperation and encouragement in writing thesis. His guidance and critical views provided me
to energy to move forward with my thesis work. My Special thank to Agneta Olerup for
providing me opportunity to present my thesis. I would like to take this opportunity to
acknowledge those who have provided the help and guidance to complete my Masters degree
at the Lund University, Sweden. I give lot of thanks to people who provided me the time to
interview them and gather empirical data. In last thanks to senior ERP consultants with them I
worked in Pakistan and for encouraging me to write the thesis all the way.
Thank you all!
Lund University, 2010
Muhammad Zubair Aslam
“Seize the moment of excited curiosity on any subject to solve your doubts;
for if you let it pass, the desire may never return, and you may remain in ignorance”.
- William Wirt (1772 - 1834)
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1 Introduction........................................................................................................................... 7
1.1 Background ......................................................................................................................... 8
1.2 Problem Area..…................................................................................................................. 8
1.3 Research Question and Purpose……................................................................................... 9
1.4 Delimitations ...................................................................................................................... 9
2 Literature review..................................................................................................................10
2.1 Resistance a Key Issue………………………... ……........................................................10
2.2 What is Resistance……......................................................................................................12
2.3 End user Resistance…........................................................................................................13
2.4 ERP Post Implementation Issues (After Go-Live)............................................................ 15
2.5 Factors Behind User Resistance…….…........................................................................... 17
2.6 Resistance to Change………………................................................................................. 18
2.7 User Expectations.............................................................................................................. 20
2.8 Inadequate Education and Training................................................................................... 20
2.9 Usability Issues and Resistance towards Technology........................................................ 22
2.10 Research Framework........................................................................................................ 23
3 Methodology ………............................................................................................................25
3.1 Data Collection.................................................................................................................. 25
3.2 Interview Guide……………............................................................................................. 25
3.3 Company and Respondent Selection.......................................................... ………………26
3.4 Validity and Reliability...................................................................................................... 26
3.4.1 Validity ........................................................................................................................... 27
3.4.2 Reliability........................................................................................................................ 27
3.5 Ethics.................................................................................................................................. 27
3.6 Data Analysis......................................................................................................................28
3.7 Bias ………........................................................................................................................28
4 Presenting Empirical Findings ......................................................................................... 29
4.1 Procedure………….………….…..................................................................................... 29
4.2 Resistance to Change….……..…….................................................................................. 29
4.3 Low Tolerance for Change................................................................................................ 30
4.4 Change in Job Content ...................................................................................................... 30
4.5 User Expectations ............................................................................................................. 30
4.6 Misunderstanding and Lack of Trust................................................................................. 31
4.7 Job Insecurity .................................................................................................................... 31
4.8 Increased Efforts…............................................................................................................ 31
4.9 Inadequate Education and Training…............................................................................... 32
4.10 Usability Issues and Resistance Towards Technology………........................................ 32
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5 Analysis.................................................................................................................................34
5.1 Resistance to Change…….……………............................................................................ 34
5.2 Low Tolerance for Change................................................................................................ 34
5.3 Changes in Job Content …................................................................................................. 35
5.4 User Expectations ............................................................................................................. 35
5.5 Misunderstanding and Lack of Trust…............................................................................. 35
5.6 Job Insecurity..................................................................................................................... 36
5.7 Increased Efforts…............................................................................................................ 36
5.8 Inadequate Education and Training................................................................................... 36
5.9 Usability Issues and Resistance towards Technology....................................................... 37
6 Conclusions and Recommendation................................................................................... 39
Appendix A............................................................................................................................. 43
Appendix B ............................................................................................................................ 45
Appendix C…………………………………………………………………………………..57
References .............................................................................................................................. 59
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List of tables
Table 2.1: Summary of the reasons for employees' resistance to new technology
11
Table 2.2: summarized the reasons for user resistance
17
Table 2.3: Possible Changes in Outcomes and Inputs due
to Implementation (Joshi 1991)
19
Table 2.4: Usability and technology issues faced by users
22
Table 2.5: Reasons behind user resistance.
24
List of Figures
Figure 2.1: These two charts together showing before going live and after go-live – people
are the most important factor in determining success. Deloitte
16
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1 Introduction
ERP (Enterprise Resource Planning) are integrated sets of software developed to share data
across the organisation for reducing redundant business processes. These systems are
deployed in an organization to streamline the functions such as procurement, material
management, finance and human resources depending on the size of organization. Modern
ERP solutions are developed by combining the best industry practices and processes and are
delivered by the ERP vendors SAP, Oracle, Microsoft Dynamics and Baan, they are COTS
(Commercial off-the-shelf) solutions. These off-the-shelf solutions are deployed by
organizations according to their needs, COTS solutions cover all the business processes
within the organizations.
Davenport (1998) notes that “ERP is not a project; it is a way of life. ERP system does not
change anything, however the organization has to change the way of working”. ERP system
implementation is a very complicated process as it can take several months or years with a lot
of planning and consultation. According to Ibrahim (2010) ERP is implemented in stages “It
is thus argued that the stages of ERP implementation can be characterized as a journey with
six stages”. Post implementation is the last stage of ERP project and it starts after Go-live
date of ERP implementation project.
ERP systems are hard to implement with high rates of failures “three quarters of the ERP
projects are considered failures and many ERP projects ended catastrophically” (Rasmy et al
2005, p.1). Because of failures researchers studied the factors behind failure/success of ERP
implementation projects. According to Adwani (2001) the majority of research is factor
research, which is to identify the factors (Critical success factors) in ERP implementations.
On the other hand the second type of research in ERP implementation is with process-oriented
approach which provides the relationship between chains of actions during the whole course
of ERP implementation. (Yu 2005; Parr & Shanks 2000) discuss that in regard to process
oriented approach the Go-Live stage of ERP implementation is not accomplishment of
ultimate project goals, but it is starting point of continuous improvements. In ERP
implementation the major obstacles faced by organization are related to people, 62 % before
go-live and it remains as same in Post-implementation stage (Krasner 2004). According to Yu
(2005) ERP implementation is not a technical issue rather it is a people issue. User resistance
is identified as one of the major people issue that creates problems in ERP implementations.
In post ERP implementation stage user resistance pose a threat in functioning of the system.
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1.1 Background
ERP system implementation is a highly complicated task and broad in scope for many larger
organizations and it could be tremendously complex. It takes months to implement ERP
system and years to get required benefits from the system. However these benefits are not
easy to claim as organizations face numerous problems during and after the implementation of
the system. After ERP implementation, issues facing users pose serious threats in the success
of the project. User resistance is an issue that could result in problems for organizations.
According to (Aladwani 2001, p.260) “Many ERP systems face implementation problems
because of workers’ resistance”. People working within an organization are major
stakeholders in post-implementation stage and without their support smooth working of ERP
system is nearly impossible. Often organizations spend major efforts in initial stages of the
project’s implementation because of different complexities. However, their attention to postimplementation stage is not evident. There is a need to address the issues concerning post
implementation of ERP systems. As described by (Nah et al 2006, p.144) “One of the
commonly cited reasons for ERP failures is end users reluctance to use the newly
implemented ERP”.
1.2 Problem Area
This research study intends to find out the reasons behind user resistance in post ERP
implementation stage. As mentioned by Yu (2005) ERP implementation is not a technical
issue rather it is a people issue. After implementation users’ direct interaction begin with the
system and they start using the ERP system. At this stage, why user resists to the ERP system,
what are the causes and reasons behind users’ resistance is the problem area of this research.
1.3 Research Question and Purpose
Due to the above mentioned problems, this research is intended towards finding user
resistance in post ERP implementation. Hence the purpose is to identify the reasons behind
user resistance after implementation. Therefore in an attempt to explore user resistance issues
in post ERP implementation stage, it is to be conceptualized and empirically validated as to
what are dimensions that contribute to user resistance. What are the causes that stimulate user
resistance are investigated with research question.
Why do users resist after ERP implementation?
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‘User’ is any individual that interact with the system, users are important stakeholder in ERP
implementation. “Resistance” is response of users in reaction to the change. Go-Live is the
date of sign off after which Post ERP implementation stage starts and system is available to
users and their interaction begins with ERP system.
1.4 Delimitations
The research focus is towards ERP systems and investigating user resistance in Post ERP
implementation stage. This research identifies the causes of resistance after go-live stage, and
only intended in finding out the reasons after Go-live stage. This Research study focuses Postimplementation stage where people’s issues create obstacles in the project resulting in severe
consequences for the organization. There are multiple stakeholders involved in
implementation phase of an ERP project i.e. top management, managers, consultants, change
management team, technical team and users. It is out of scope for us to conduct a research
which involves all these stakeholders as it takes lots of time and resources to contact and
collect data. For conducting a study in implementation stage it is also necessary to find out
ongoing implementation project for empirical data collection, which is not possible in this
research. For this research, ERP users are selected as stakeholders for study and the factors
would be identified which lead to resistance in post ERP implementation.
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2 Literature Review
User resistance is key consideration in Information System deployment and implementation,
it is an important issue for top management when implementing enterprise systems.
Resistance by users is a common phenomenon during and after ERP implementation project,
with several ERP implementation projects failed due to this aspect in the project. There is
significant investigation by the researchers on the subject for identifying the different aspects
of user resistance phenomena’s. Henry (1994) describes factors that lead to user resistance in
CBT (computer based technology) and information systems; basically it is because the system
is complex and users’ reaction to change. “Innate resistance to change, lack of involvement in
the implementation process, lack of management support, poor technical quality which makes
the system appear ‘unfriendly’, and the interaction of the designers and users” (Henry 1994,
p.21).
2.1 Resistance as Key Issue
Henry (1994) also reveals that user resistance is eminent reactions because it is too difficult to
learn the new system. As mentioned (Griffiths & Light, 2006) resistance is strategic
consideration in any IS project and it needs to be further addressed. More understanding of
this multifaceted phenomenon by academic consideration will provide better understanding to
formulate strategies for coping with it. User reactions towards information system and
computer based solution is prominent in all the computerized system solution
implementations. The most victim of this phenomenon is an ERP (enterprise resource
planning) system, which is due to their wider role in organization and coverage of all the
business activities within organization. ERP implementations are initiated by top management
to streamline the business processes in the organizations and integrate data processing across
the organization for better control. After initiating the implementation project organizations
strive to make the implementation successful, however any problems during the
implementation or post-implementation will take organization into turmoil.
ERP
implementations is a people issue rather than a technical issue, because it all depends on users
how the work with system that make it successful. People are hidden cost of ERP
implementation; any resistance from the potential users would make ERP implementation into
total mess and failure for the organization. “When project completion is imminent and the
reality of new work practices becomes apparent, users begin to evaluate the new system more
closely and raise significant issues, often leading to user resistance and the need for postimplementation modifications” (Wagner and Newell 2007, p.10).
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Aladwani (2001) describes despite the extensively mentioned benefits of ERP systems,
organizations commonly face a hostile attitude from potential users who resist the ERP
system implementation process. “To people at work new technology can spell all kinds of
trouble. It can mean loss of jobs, disruption to know procedures, the need to learn new skills
or the further de humanisation of the work itself. New technology means change and change
can be disadvantageous and difficult” (Nasirin et al 2005, p.4).
Nasirin et al (2005) identified change as a factor that plays an integral role behind user
resistance, they further identified that the lack of involvement of user in the implementation
process will create problems from the users. User involvement is an issue that is for entire
potential users with their contribution and assistance the complex ERP implementation could
be a success story and any resistance could make it as failure. User resistance is a common
occurrence when companies decide to phase out the old system running in the organization
and decide to implement a new information system, when a new system is decided to
implement the decision makers are TOP management, when the employees in the company
know about the implementation project resistance is innate from them. Work by Jiang et al
(2000) shows that there are multiple perspective to explain user resistance with many
strategies to promote system acceptance. Factors behind employees attitude towards change
includes ease of use and usefulness, individual characteristics, higher expectations, magnitude
of change, equity perceptions, and political dynamics in implementation process.
Table 2.1: Summary of the reasons for employees' resistance to new technology (Jiang et al 2000,
p.27).
Reasons
Representative source
R1.
Change in job content
Ginzberg(1975)
R2.
Loss of status
Keen(1981)
R3.
Interpersonal relationship altered
Hussain and Hussain(1984)
R4.
Loss of power
Smith and McKeen(1992)
R5.
Change in decision-making approach
Smith and McKeen(1992)
R6.
Uncertainty/unfamiliarity/misinformation
Janson, Woo, and Smith(1993)
R7.
Job insecurity
de Jager(1994)
ERP implementation projects offer many up to date technological feature in organization
which are new to the employees, the most common is enterprise system need up-gradation of
IT infrastructure by the organization. The changes made by organization when deploying a
new system that is dissimilar from the previous one will make the users behave differently,
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few of them perceive this as effecting change in their working style and probably loss of job
some might see it as sense of deprivation. The reasons for resistance might be their response
to change that could be because of reluctance to use a new system or new technology.
Another issue regarding user resistance is the fear of the users and the most understood and
most common fear is about automation which is taken negatively. People think negatively and
the immediate reaction is that computers will replace them, they think computer will take their
jobs and when tightly integrated enterprise system is being implemented, and worst fear is to
also to loss the job.
Lack in comprehensive user training is also a cause for user resistance, “The majority of
respondents agree that training and resistance to change are very important issues that
external consultants could not significantly resolve. People are best at transferring and
reframing ERP knowledge through personal interaction in groups that share trust and
passion and are willing to volunteer this knowledge to each other” (Chan et al 2008, p.3).
The relation between the knowledge transferred by the ERP consultants during and after
implementation to the end users and comprehensive training program could solve issue for the
user resistance. This area is to be focused in research and response of users should be
analyzed what sort of training they are expecting and what is delivered by in their training
program. “ERP education to place more emphasis on Change Management, organizational
and employee resistance, and performance incentive schemes” (McLaren & Mohamed 2009,
p.1). User training should not be limited to the system feature it needs to educate the user
about the whole enterprise system and their contribution to it. The problem that arises from
ERP system and changes in business processes is affect of them on user own work
processes/routine work, they are always conscious about their jobs and grades in organization.
ERP implementation involves the changes in structure as well as how people accomplish their
routine tasks in organization. Any major changes in work and processes, is a disruption in our
expectations of the future which is viewed as a loss of control (Conner & Marshall 1996).
2.2 What is Resistance?
Resistance to new technology especially implementation of information system is common
behavior by the users, why they resist and what are the reasons behind the resistance is the
main focus of our research. People express their resistance to the implementation of
information technology in various ways. Resistance is showed by the people working in the
organization and especially end users, only people jointly may be able to make a success, or a
failure, or neutralize technical systems, and ERP system are very complex and they could be
victim of in-different behaviors. There are two type of employees’ resistance active, passive
resistance.
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Active resistance. This is rare in most societies due to culture. In active resistance, some
employees will openly question the changes and indicate a lack of support for change.
“The most common of them, arguably mild, is the voicing of opinion against the new system.
In a more extreme reaction the resister could exit the organization in protest. In both these
cases the actions of the resister are outwardly visible and relatively easy to detect,
characteristics that make them active forms of resistance” (Lauer & Rajagopalan 2003, p.10).
Passive resistance. This may be difficult to detect. It takes time for you to uncover signs of
this in people. People may actually express support for change, but when change is getting
closer to being implemented, resistance starts to come through.
“On the other hand, passive forms of resistance are hard to detect and difficult to deal with.
Grudging acceptance is an example of this type. In this case the resister shows no semblance
of frustration or rejection of the system outwardl” (Lauer and Rajagopalan 2003, p.10).
These two types of resistance describes the behavior of the users, the users show negative
approach towards the changes and raise their voice against the new system. The user could
abandon their support for new system and the organization could face delays in routine
activities. Why and how the user resists after the ERP implementation is to be detected and
theoretical framework is presented to support the research question and research. ERP system
is integrated enterprise solution that coordinates different processes in the organization, ERP
does not produce any goods in manufacturing process but it organize the whole processes and
streamline it. The role of end-user is to run the system, for smooth functioning of the system
is the goal of TOP management which took strategic decisions to implement the system to
increase the productivity of the organization. In case of any opposition, problems and
resistance from end-user will make whole system into a mess with creating huge headache for
the management to solve the issues related to them.
2.3 End-users Resistance
Krasner (2004) identifies the problems which must be addressed in order to make an ERP
project successful, he mentioned high high-priority areas which are
• e-business strategy,
• project management approaches,
• complex technology and systems, and
• end-user resistance
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ERP implementation research is mainly about identifying the CSF (Critical success factors)
for ERP implementation, however many researcher focus on the specific issues and find out
the insight amongst these issues. Yu (2005) describes the ERP implementation as a people
issue and it needs more skills then only having IT knowledge. “The important concern is that
resistance to ERP implementation from end users increases with decreasing professional
management knowledge from MIS leaders. As mentioned in literature, executing the ERP
implementation is not a computer issue, but instead is a people issue” (Yu 2005, p.12).
There is ongoing discussion about how to accept user resistance; the debate is about whether
user resistance is either a positive or a negative construct. Some researchers identify
resistance as being functional, positive, and a legitimate behavioral response to technological
change. However it is argued that it is usually seen as a negative dysfunctional activity that
requires eradication or neutralizing. The other reasons behind the occurrence of resistance are
similarly lacking homogeneity, IS related change is argued to embody a lack of familiarity,
altering relationships, working patterns, and communication channels threatening perceived
status, power and authority. Further, resistance is often a response to the re-distribution of
information, the breaking down of established monopolies equating to the dissolution of
existing power structures. “Whilst, there is research that focuses upon reasons for resistance,
the predominant reason is the resistor’s pathological fear of change” (Griffiths and Light
2006, p.3).
Research from many authors provides the actual problems that may be cause of their reaction
towards the system. ERP implementation is mainly a people issue, hence user are the focal
point in the success or failure of the ERP implementation project. Griffiths and Light (2006)
and discuss the outcomes of the user resistance and how it should be taken into account as
being a positive factor negative. They present as a positive and natural behavior to the
technological and functional change. These reaction by the users are natural, however, there
are specific issues those functioned as catalyst to increase such behavior by the users. The
reasons behind user resistance could be lack of involvement of users, inability to understand
the ERP system, change in working patterns, re-distribution of works and fear factor to
change. Inability to handle technological change, un involvement in ERP system
configuration and properly overcoming the complexity in the beginning are to be the reasons
that must be identified and answers to these factor must be provided. The issue about why
user resists to post-ERP implementation is relatively difficult to tackle as there are different
perspective and issues related to resistance.
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Lauer and Rajagopalan (2003) imply that user acceptance and user resistance studies employs
similar logic in IS research. The main purpose of identifying resistance and making strategies
to overcome resistance is avoiding failures. By understanding resistance in projects we could
have better insight of acceptance and increase likelihood for acceptance.
2.4 ERP Post Implementation Issues (After Go-Live)
Krasner (2004, p.2) discuses issues and obstacles which arise before going live, they do so
for the following reasons and in the proportions reported (the report’s listed values do not
total 100 percent):
• people obstacles, 62 percent;
• business process issues, 16 percent;
• information technology (technical) issues, 12 percent.
The obstacles mentioned by Krasner (2004) occur before going live and we could see that the
most dominant among three is the people issues. Business processes and IT technical issues
are very low in compare to the people obstacle during ERP system implementation. These
stake holders include top management, managers, key-users, end users and ERP consultants
which are mention as 62 percent proportion as obstacles.
ERP implementation has many CSF but the major issues after going live are still dominated
by people issues. “After going live, people issues still dominate, but the emphasis of concern
shifts to such areas as ongoing support, business performance, reporting, system transition,
and training” (Krasner 2004, p.2). However, during post implementation (Going-Live) the
major problems are faced by end user and the reasons are associated with them for ERP
system failures. Major ERP implementation problem faced is the learning curve from which
users have to pass in order to be comfortable is using the system; it takes several months for
experience users to get comfortable with the new system in post implementation stage. The
learning curve is steep for the clerical staff as they are not much interested in learning new
technology and system. Experienced users ad well as clerical workers already have their work
routines and comfort zone developed by them and they don’t want to come out of them and
they resist as the system is threatening their comfort.
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Figure 2.1: These two charts together showing before going live and after go-live – people
are the most important factor in determining success (Deloitte 1999).
Figure 2.1 shows the issues/obstacles until and after Go-Live stage, this graph show clearly
that 62% of issues are related with people before Go-Live stage and the change management
as the most crucial issue. After the GO-Live stages going forward the 51% issues are related
to people again with change management, training and internal staff adequacy as major
factors related to ERP implementation problems. From literary work it is widely mentioned
that people issues dominate in ERP implementations, before GO-Live stage there are many
stakeholders in ERP implementation consultants, project management team, top management
and organization internal staff (future users). After Go-Live users are the stakeholders on
which ERP implementation project depends. If the user starts resisting the system
organization would not get any benefits out of whole implementation project.
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2.5 Factors Behind User Resistance
In this section work on the factors behind user resistance is presented.
Hindriks (2005, p.2) states that there are three reasons behind user resistance
1. The people-determined theory explained that people resist because they resist all change.
One explanation therefore is that those users have bad experiences with other systems.
2. The system-determined theory states that users resist because they do not like some features
of the system. The system could for example be too complex or too slow.
3. In the interaction theory resistance results of the interaction between the user and the
system. For instance, the user has to work with a whole new interface, while he prefers
the interface he used to work with.
The reasons presented by Hindriks (2005) cover the aspects of users’ behavior, attitude,
reaction, experience and about feelings that arise after Post-implementation stage of ERP
system.
Table 2.2: Summarized the reasons for user resistance (Shang & Su 2004)
Reasons of Resistance
Explanation
Parochial self-interest:
Resisting change to prevent losing something of value
Misunderstanding and lack of trust
Misconceptions about the implications and insufficient
information of the benefits and gains
Different assessment:
Employees see more costs than benefits and those
initiating the change see the reverse as true
Low tolerance for change:
Fear of not sufficiently developing the skills and behavior
required
Increased efforts:
Additional efforts or abilities needed for the job
Shang and Su (2004) present factors (table 2.2) related with internal feelings from the users.
These factors are related to innate resistance to change, people does not like to work more and
in general to strive for learning. The perceived benefits offered by the system are not well
communicated to them and when they actually face the system it is difficult to learn despite of
training and education. The luxury zone of users is suddenly challenged and their
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authoritative hold on the work processes in their departments is vanished by new processes
adopted by organization.
2.6 Resistance to Change
User resistance to change is the most common problem described in literature, users tend to
resist the changes. “Implementing an ERP will bring in changes to the way people work
within the organization, processes will change and there may be job cuts and rationalization
of responsibilities within departments. All this will definitely evoke resistance from the
employees and this has to be managed effectively before, during and after the implementation
of the ERP package” (Otieno 2008, p.7). Post implementation reaction towards change is
negative by the users with their feelings toward the system get them to resist. “Resistance to
change is traditionally one of the widely used concepts in the change management literature”
(Hartmann and Fischer 2009, p.1). The most common and extensively mention issue of
resistance due to change also create lack of trust between users and management. Motwani
(2002) discuss the management of change key issue that affects ERP implementation and
induce resistance from users. “Top management was unable to convey to the employees their
vision for change. Most employees did not understand the need for change from the legacy
system. The process of change too was not well managed with the aid of a formal
methodology. The revolutionary change scared the employees” (Motwani 2002, p.93)
Change in business processes is also imperative in large organization where large scale
implementation project is initiated, “failure to completely understand how ERP change
business processes, frequently appear to be responsible for difficulties associated with the
ERP implementation” (Chang 2004, p.5). Change is unavoidable for the organization due to
the nature of COTS (Commercial off the shelf products) as they are best of the breed solutions
comprises of industry best practices. Organizations have to change from function oriented
management towards processes oriented approach after ERP implementation. According to
Joshi (1991) changes in outcome are perceive benefits or losses that the implementation of the
system brings to user. “An organization that already uses a cross-functional structure might
still face resistance as it is forced to change its businesses processes in accordance with the
ones embedded in the ERP modules to be implemented” (Morton and Hu 2008, p.394).
Joshi (1991) summarized the different aspects that relate to users, user reaction to change
could be acceptance, user satisfaction and user resistance. In Table 03, the author summarized
the issue that may happen after system implementation. Joshi (1991) summarize the issues as
“Increase in outcomes”, “Increase in Inputs”, “Decrease in outcomes” and “Decrease in
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Inputs”. Increase in outputs and Decrease in Inputs leads to user acceptance and user
satisfaction. Our focus is on Increased in inputs and decrease in outcomes is the factors that
relate to user resistance, resistance to change.
Table 2.3: Possible Changes in Outcomes and Inputs due to Implementation (Joshi 1991)
Increase in Outcomes
Increase in Inputs

More pleasant work environment

More work in entering data

Less tension, more job satisfaction

More tension

More opportunities for advancement

Bringing higher level skills to the job

Better service to customers

Effort in learning a new system

Recognition, better visibility

Assignment of additional tasks

Salary increase, grade increase, or

More effort in performing tasks in view of
higher-level title
increased monitoring

Increase in power and influence

Need to spend more time

Learning a marketable skill

Fear of unknown (e.g., failure) and the

Reduced dependence on others

Usefulness of the system
resulting anxiety
Decrease in Outcomes
Decrease in Inputs

Reduced job satisfaction

Ease of usage

Reduced power

Less effort

Reduced bargaining power relative the

Reduced search for solutions or
employer or others
information

Threat of loss of employment

Reduced manual effort

Loss of value of marketable skills

Reduced cognitive effort

Reduced importance, control

Less rework due to fewer errors

Increased monitoring

Reduced scope for advancement

More role conflict and ambiguity

Potentional
failure
in
learning
and
adopting the new system
“Some examples of change in outcomes may be better working conditions, less tension, loss
of seniority, or increased risk of losing one's job. Similarly, changes in inputs are the
additional efforts, skills, or abilities that a user may need to bring to the job. Some examples
of changes in inputs may be increased workload, increased cognitive effort, or fewer physical
tasks” (Joshi 1991, p.231).
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2.7 User Expectations
User expectations are also a cause of resistance, user tends to perceive ease of use and other
benefits from the system and they have higher expectations from ERP system. “There are
indications that the user’s expectations for the system were different to the actual features of
the implemented system” (Kemp & Low 2008, p.1). User expectations could be due what is
communicated between user and management, management explains the benefits and output
they perceive after the implementation. They need support from users during the and after
implementation process, this communication makes user expectation higher for the system.
ERP vendors, consultants always speak highly about their product and about benefits offered
after the implementation of their solution, top management inform employees in organization
with high benefits and better possible outcomes of the system. However, about their roles and
the output they have to give to the system is not communicated to them. Kemp & Low (2008)
describe that there is difference between actual features offered by system and user
expectations. This is result of overstating expectations by management or user could not
understand what would be impact of system.
User expectation is always about simplification of their work and they expect that the new
system will reduce their workload, in fact they don’t know integrated system implementation
could lead to more workload then perceived by the users and restrain their expectations
resulting in lower morale. User perceives that implementation of the ERP system would
reduce their work and ease them in their daily activities however it is not the case instead it
proved to be complex system for them. According to Topi (2005) “A commonly expressed
perception was that this particular ERP system was a very complex one to understand and
use for a large portion of the users. While this perception might have been partially based on
those users’ computer anxiety, it was clear that general system characteristics at least
contributed to their perplexity”.
2.8 Inadequate Education and Training
From previous research user training and education is the mostly mentioned issue that leads to
user resistance. “It is also widely recognized that lack of user training and failure to
completely understand how enterprise applications change business processes are important
factors of failure. Major “go-live” surprises that companies experienced related to the fact
that it was difficult for people to grasp the degree of discipline that was required on a daily
basis due to the degree of integration imposed by the ERP system. Users could not fully
realize that their actions now had an immediate impact on downstream operations” (Nikolaou
2004, p.5).
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Comprehensive training program could minimize the knowledge gap between the
implementation team and potential end users of the ERP system. According to Nikolaou
(2004) end users acceptance to the system is not possible unless complete training provided
them about the whole system capabilities, this training should not be limited only about
specific functionalities of the system. Top management did not consider the ERP system
implementation as an on-going project but just as another IS project. “lack of user training
and failure to completely understand how ERP change business processes, frequently appear
to be responsible for difficulties associated with the ERP implementation” (Chang 2004, p.5).
End user must be trained extensively to operate the new system, without comprehensive
education and training programs the acceptability of the system would be low. Users must be
educated about how technology impact their work in daily routine and how to coup up the
issues. Nah et al., (2003) describes proper training could assist in success for ERP systems,
instead lack of training could lead to failure of the system. Comprehensive training programs
could reduce the lack of trust in use of the system by users. According to Wong et al., (2005,
p.10) “Due to the poor quality of training provided by the consultants and insufficient
education delivered by the top management and project team, users were not given a clear
idea of the nature and use of the ERP system. They did not understand the rationale for
implementing the ERP system or the process of implementation. Thus, they were not prepared
for the implementation, and had high resistance to change, which led to political problems,
poor quality of BPR and a resistance to using the system”.
According to Fryling (2007) education and training are overlooked factors with devastating
factors. Education and training are often time consuming and costly issues but they are
delayed until the end of the project lifecycle. When the users get some training they have little
opportunities to lean and become more resistance to change because of delayed training and
education. According to Al Mashari (2003) lack of education and training about the new
enterprise processes adopted by organization after ERP implementation could lead to failures.
Education and Training is important in both pre-implementation and post-implementation
stages, however post-implementation stage needs comprehensive and must training for the
users otherwise they could not use the system correctly. Any problem in the system usage by
the users lead to user resistance and post-implementation training is mostly important.
“Providing adequate training in an ERP environment includes not only pre-implementation
but also, and equally important, post-implementation training” (Hsu et al 2006, p.72).
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2.9 Usability Issues and Resistance to Technology
Resistance to new technologies is also cause of user resistance, in organization user are
confined in their specific field and they resist when the face new technology which put them
in to learning curve. “The large body of literature on user resistance to IT change suggests
that when a technology is threatening, users may try to avoid using it in order to preserve
themselves from potential negative consequences” (Straub & Cosaque , 2010 p.6 ).
ERP system offers new technology which is difficult to adopt by the users, the resistance is
inevitable resistance by the user in reaction to the technology. Post implementation reaction
due to data gathering, data load, and migration of reports, approval hierarchies and new work
around offered by technology could be possible reason for outcry.
ERP system implementation results in new technology that is part of the selected solution,
new user interface, new reporting tools, standard database and approval systems (part of
Oracle E-Business Suite R12). These new technologies are new to the users with no previous
experience of user in past. Usability issues are prominent in response to user adoption of these
technologies and user resistance towards the technologies may be resulting factor. “Users’
resistance to the new technology should diminish if there is a better Understanding of the
purpose and importance of reengineering” (Hsu et al 2006, p.72). Technology is important
issue and user acceptance towards the technology is crucial for the success of ERP
implementation in post implementation stage. Proper guidance towards the business
functionality and the new technology offered by the ERP system may lower the negative
consequences of the system.
Table 2.4: Usability and technology issues faced by users
Interface
Navigation
Issues related with user interface
Finding screen to find out specific transactions
Data gathering/Migration
Reports
Data collection and uploading balances
Desired Reports with required formats
Topi (2005) describes “Users’ noted that finding specific functionality quickly within the
system sometimes required an unreasonable amount of effort. A simple example of this is
navigation; that is, finding a specific transaction. Navigation problems seemed to be typical”.
The users don’t provide much help in reaching out the exact transaction screen to perform
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specific transactions. These problems in finding the correct way to execute the transaction
would lead to employee’s frustration and lead to their mistrust towards the system. Topi
(2005) further describes that’s getting output of reports in desired formats is required for their
daily use. User needs desired reports in the specific formats which are not provided to them
built-in with the system, they were forced to develop these reports for their usage. ERP
systems have completely different reporting tools with none of the reporting tools could be
considered as standard for example oracle prefer Oracle Reports 10G to create new reports.
User familiarity with reporting tools and formats should be considered as the users are not
against the system rather they oppose the unfamiliar technologies.
ERP system increases the complexity of the system which is due to interface and large
amount of data, with navigation and reporting issues also contribute towards usability issues.
Singh and Wesson (2009) describe that complexity of the system is mainly due to large
amounts of data that is result from ERP implementation. This will all result in having a user
interface (UI) which suffers from poor usability. Further, according to (Singh and Wesson,
2009, p.9) “Traditionally ERP systems are highly complex and suffer from several usability
issues”. O’Leary (2000, in Klaus et al. 2010) mentions that the user interface and process
changes are major causes behind user resistance.
2.10 Research Framework
From the literature review factors behind user resistance have been found and there are four
main categories (Table 2.4) found behind user resistance in post-ERP implementation. These
include resistance to change, user expectations, user training and Usability issues and
resistance to technology. These main factors are divided into sub factors and the basis of these
issues and questions are developed (appendix A) to get replies from interviewees. These
factors are related with changes after ERP implementation which affects users, user
expectations from ERP implementation. The impact of ERP implementation with
misunderstandings and lack of trust, job insecurity and increased efforts are to be asked from
users. User training and lack in training provided to users would be identified what kind of
training should be sufficient would be identified. Usability issues and resistance to technology
are found as factors which lead to user resistance and issues related with user interface,
navigation, reports and data load are asked from the user to get deep inside about these issues.
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Table 2.4: Reasons behind user resistance.
Factors
Author
Resistance to change
Otieno(2008),Fischer & Hatmann (2009)
Motwani(2002),Chang (2004),Joshi(1991)
Low tolerance for change
Shang and Su (2004)
Change in Job content
Ginzberg (1975)
User Expectations
Kemp and Low(2008),
Misunderstanding and lack of trust
Shang and Su (2004)
Job insecurity
De Jager(1994)
Increased efforts
Shang and Su (2004)
User training
Nikolau (2004), Chang (2004), Fryling (2007),
Wong et al (2005), Nah et al., (2003)
Usability issues and resistance to technology
Cosaque and Straub (2010), Hsu et al (2006),
Singh and Wesson (2009),Topi (2005),
O’Leary (2000), in Klaus et al. 2010)
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3 Methodology
By establishing the literature framing and framework of thesis, it is imperative to consider the
methodology to collect the empirical data for analysis.
3.1 Data Collection Method
In this research semi-structured interviews have been used to collect the data. Interviews with
the users will be conducted by semi-structured questions develop with the help of research
framework aimed to get understanding about users resistance. Interviews are taken by using
telephone, Skype via internet, from the users. In detail notes will be taken during interview
and later they will be transcribed for further analysis. Semi-structured interviews usually
involve smaller samples of interviewees. The users will be putting experience into words
through verbal conversation in question/answer session, we then analyze from their
experience why they resist during their system through analysis. Open-ended questions are
formulated according to the key issues behind user resistance identified from the research
framework. Semi-structured interviews are in the middle category and are between structured
and unstructured interviews.
3.2 Interview Guide
“An interview guide indicates the topics and their sequence in the interview. The guide can
contain just some rough topics to be covered or it can be detailed sequence of carefully
worded questions” (Kvale 1996, p.129). A short interview guide was developed for the
interviewees describing them about the subject of study and background of the study. The
causes behind user resistance from literature are identified and we build or questions
accordingly. These questions (Appendix A) are segregated according to issues and the
sequences of the topics are carefully devised. For getting in depth answers from the
interviewees the guide is designed to get understanding behind the causes of user resistance.
According to Kvale (1996) the good questions should be evaluated by two dimensions
thematic and dynamic, thematically the questions should be related to topic of interview,
theoretical conception and root of investigation. Dynamically the question should be
promoting positivism; the flow of conversation should be maintained by motivating the
people to get their feelings and experiences.
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3.3 Company and Respondent Selection
A conscious selection is made in selecting organization and interviewees for collecting
empirical data, for carrying out research it was necessary to get close with respondents. For
this purpose it was decision of the author to approach the companies who had recently
implemented ERP system or have matured ERP implementation, in order to provide the
balance in research study more than one organization is selected. Therefore two organization
are selected with one which is have matured after ERP implementation and getting the
benefits from system. The other company has recently implemented ERP system and they are
now streamlining their implementation.
Company A is a large service oriented organization with their different divisions working in
agriculture, imports of machinery used in agriculture and consultancy in these fields. They
implemented Oracle 11.5.2.10 version in 2007 and they are using Oracle financials,
procurement and human resource modules. ERP implementation in this organization is
matured and they are having a successful implementation with major gains after the project.
Company B is large government organization which started ERP implementation in early
2008 and there Go Live date was in late 2009. This ERP implementation was largest
implementation which included modules Oracle Financials, Oracle procurement (Order-toCash) , Oracle Supply Chain and Oracle Billing(Receivables, Property manager).This was a
large scale implementation and still early in their post implementation phase.
The respondents were selected with keeping the view that they could express their self and
answer the question correctly. The guidance of implementation manager was necessary
therefore contact was made with him and after defining the purpose of study and what kind of
question could be asked he provided the names for interviewees. The respondent selected for
the study later proved to be knowledge person with their responses and they expressed
themselves appropriately.
3.4 Validity and Reliability
The quality of the research study is associated with validity, reliability and objectivity. The
verification is an ongoing process and it should be maintained throughout the research study.
3.4.1 Validity
“Validity is often defined by asking question: Are you measuring what you think you are
measuring” (Kerlinger, 1979, p.138 as mention by Kvale 1996). In qualitative research in
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principal validity could lead to valid scientific knowledge (Kvale 1996). For validity it is
worth mentioning to ask the questions from the experts having the knowledge about subject.
Because the concerned person could provide the answers to queries by the researcher as he
has experience and knowledge. For our research study we conducted interviews from the
users who are using ERP system, since the actual users could provide the answers about
specific causes that’s leads to thier resistance. For conducting our research study reaching the
right person with asking appropriate questions was first priority. Validity is divided into
internal and external validity, Yin (2003) describes that internal validity is not of relevance for
exploratory or descriptive research as research indentifies itself. Validity is to create
credibility of the research and credibility is maintained by inquiry in naturalistic inquiry. For
increasing external validity two organizations are selected for conducting interviewees to get
perspective from different users of ERP system.
3.4.2 Reliability
According to Kvale (1996) “Reliability pertains to the consistency of the research findings”.
The reliability is when the things are repeated they should produce similar outcomes when it
is repeated. Reliability will produce the same results and improve the previous studies and
predicts the same results. According to Gibbs (2007) checking transcripts for mistakes and
persistence meaning of the codes will increase reliability in research study. The strategy of
valid reasoning and consistency was adopted in asking the questions and then noting down the
statements from interviewees.
3.5 Ethics
Ethics is an important issue in conducting the research, Israel and Hay (2006) describes
research should follow ethical values and code of conduct. Our research is about causes and
factors behind user resistance in post ERP implementation stage, users are asked question
which could be against the policies of the organization. Therefore ethical are considered and
we maintained the confidentiality of the users during our research. We consider their opinion
only for collecting empirical data and conducting our research study and we will name them
as anonymous user and hide their identity. The question here is why we considered this as
ethics, it is because our respondents belongs mostly to the Asian culture where voicing against
decision of top management and criticizing their decisions are not taken as positive. Israel and
Hay (2006) discusses that the interviews should be conducted with inform consent of
interviewees. In this research the user provided their response against the questions that are
related with organizational issues like change management, training, lack of trust, job
insecurity therefore ethical consideration are carried out in accordance with best
practices(confidentiality and informed consent).
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3.6 Data Analysis
According to Yin (1994), data analysis implies examining, categorizing, tabulating, or
otherwise recombining the collected data. Empirical data was collected by using semistructured interviews, interview questions are designed to get answer to our research question.
We will collect the data and present summarize results in next chapter empirical findings. For
data analysis cross-case analysis was used (Miles and Huberman 1994) in which data in one
case compared to data in the other cases.
According to Miles and Huberman (1994, p. 10.) data analysis “consisting of three concurrent
flows of activity: (1) Data reduction, (2) Data display, and (3) Conclusion
drawing/verification”.
i) Data Reduction: It is process of selecting, simplifying, reducing and transforming the data
for further analysis.
ii) Data Display: They data reduced in first step is presented in manner that conclusion could
be drawn easily.
iii) Conclusion drawing/verification: It is deciding what things mean noting regularities,
patterns (differences/similarities), explanations, possible configurations, causal flows, and
propositions.
In the research study question are asked according to factors that are causes identified from
research framework, these reduced results will be compared by the findings from research
framework. At the end conclusion are drawn on the basis of analysis done be adopting this
approach. Summary of analysis is attached at the end by comparing the factors identified from
literature and the research study.
3.7 Bias
By getting deeper understanding of user resistance from literature review it could be possible
in conducting interviews interviewer could presume answers. For reducing bias in research
study the interviews are taken from users belonging to different departments. For this purpose
users were selected with diversity of knowledge and having different job roles in
organizations so that they don’t have similar answers to the questions. This technique proved
helpful in reducing the interviewer bias as interviewer can’t perceive the answers because
diversity of work performed by interviews.
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4 Presenting Empirical Data
4.1 Procedure
Based on our subject and purpose of research study we formulated questions to be asked from
the users (Appendix A). The questions are developed on the basis of research framework with
finding out answers to our research question. Interview questions help us to find out three
basic issues
1) What are the reasons behind user resistance due to changes after ERP implementation?
2) What are the user expectations and threats due to ERP implementation?
3) What are usability issues and why user resists to technology?
To collect data users were contacted and asked about their consent for interviews, after
emailing them interview guide and briefing them about purpose of our research study we
conducted interviews of users willing to share their experience. Most of our respondents are
working on Oracle ERP with using Oracle ERP release 11.5.2.10 and other using Oracle R12.
4.2 Resistance to Change
This section was most important according to literature reviews as mentioned by many
authors and pointed out by ERP consultants. The objective of this section was to ask the
questions that would help us in finding out the user reaction towards the changes in affect to
ERP implementation. In this section we had three questions with views of 10 participants
were taken in about these questions. Our first question was about the changes in work tasks
after ERP implementation, 9 users answered that their work tasks are increased by ERP
implementation. The respondents reply was that the system has more data entry and other
routine tasks are taking much time (In answers to question 1.1). One user replied that’s the
system decreased his work and work tasks are simpler for him now after ERP implementation.
The second question was impact of changes after ERP have made impact on organization
overall functionality, answers provided by 3 respondents was that they agree that the changes
after implementation of ERP system has positive impacts on the organization however it
affected them in order to achieve this. 7 users replied that they don’t see any improvements
after ERP implementations it just changed the way of working in organization. The user
opinion in this was really interesting in common all the user replied that’s we are working on
the previous system with no problem and they changed the system we don’t know what the
changed the previous system, we were working on the system for years and it was good we
know everything and now this system is difficult. It had more data entry for us, they reports
are not good and it is difficult for us to get reports. There is pressure from the boss to provide
the reports now if have problem with entry we have to wait for the support from consultants to
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help us. Working with the new system has difficulties associated with interface, reports and
data reconciliation as replied by users.
4.3 Low Tolerance for Change
In response to two questions investigating low tolerance to change the issues annoying the
users were identified. Increase in workload to users and change in work tasks are replied by
the entire users in response to first question (1.4). User reply shows that they were affected by
changes after ERP implementation with more workload and tasks that are annoying for users.
User with more understanding of ERP system in response two second question express that
organization has streamline business process after ER implementation which could reap
benefits in the future but consequences for them are more responsibilities, more work and
time in performing their job. Other users don’t see changes as positive and they show negative
response to change by saying that they don’t think so the changes would have positive
impacts on organization for them all these changes only resulted in discomfort in their job.
4.4 Change in Job Content
In this section it was found that user answers are in common when they are refering to our
first questions that their work tasks are reshuffled which resulted in increase of workload.
They have to spent more work in order to perform their daily activities. For clerks and data
entry operator their work is more difficult now as there is more data entry then previous
system. User which are in middle management replied that they the impact of ERP in their job
is that now they are more responsible with their work due to certain checks offered by system.
The typical example according to users is that approval hierarchy and more data checks
offered by the system. They are also now as part of decision making to approve amounts and
budgeting is now also handled by users.
4.5 User Expectations
The purpose of questions in this section was to know what user expectations were with new
system, for this purpose we formulated questions to know their expectations. Our first
question was about to find user expectations with the system. Mostly user replied that their
expectation are not fulfilled with the system, the reason they gave are that the system increase
their workload, system is difficult to use and their tasks are increased due to system
implementation. According to them expectation is that system would be easy to use and it
would reduce the time to perform tasks, All the user in common replied the complexities they
had prior to ERP system implementation with data redundancy would ease out as working
with old legacy system was difficult. Most of the user answered that they don’t know about
ERP system complexity and they had to join a comprehensive education and training program
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in order to get use to ERP implementation. User replies shows that there expectation was they
system would be very easy to use and they will start working on the system easily after
implementation. However, with our despite the proper training program they are unable to
work smoothly on the system. Problems associated with approval system, increase checks on
data and more data entry increased their working time and effort which was not expected.
4.6 Misunderstanding and Lack of Trust
User replies shows that they don’t know how the system will change their work, they perceive
that the ERP system would easier to use than previous legacy system. Many use replied that
they don’t know how the business process would be change after ERP implementation. Our
second question was about to know the difficulties that could arises after ERP implementation
and most of the user replies show that they don’t expecting anything problematic they facing
now after ERP implementation. The second question was about the understanding of the ERP
system, what would be the benefits they could be having after the ERP system, the most of
user replied in negative that they don’t know what the situation they could face after ERP
implementation. Before working on ERP system they don’t know what skill they require to
become comfortable working with the system. After start working with the system as the
complexities grows the users’ views about the system become pessimistic.
4.7 Job Insecurity
The question relating job security was developed to check the user view on their job after
ERP implementation, four users replied that they are comfortable with their role after ERP
implementation. There replies are that after their new role in the organization they are
satisfied with their job, after training they are trying to cater the changes related with their
work tasks. 6 users replied that the complexities and trouble they are having after ERP
implementation is absolutely there and they are uncertain about their job in the organization.
In answer to the next question which is related with previous questions 4 users replied that
they are comfortable with their role after ERP implementation. 6 users replied that they are
uncertain about their role after ERP implementation.
4.8 Increased Efforts
The users were asked to judge their views about the increases efforts required in performing
the tasks. All 10 respondents replied in affirmation that after ERP implementation their work
tasks are increased. The data entry is increased and they are feeling more responsibility with
data and their role become more accountable. Second question was about the time they are
spending on increasing their skills after ERP implementation, user replies shows that they
were part of training program before GO-Live and they are also spending time to learning the
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business process changes and issues related with their work tasks. User also admitted that they
are having difficulties with finding out the specific reports for their daily use this is added
burden for them to explore the system for reporting needs.
4.9 User Training
The purpose of the question was to ask about to what extent user training is provided to them,
and their expectations with the training provided to them and to investigate whether they are
satisfied with it. To the first question 10 user replied that they are provided in instructor led
training with in classroom environment, instructor was showing them about how to use the
system and about functionalities. 9 users replied that they don’t agree with the training
provided to them and they training program a not proper according to them. In the second
question our purpose was to ask in sequence if they think the training program is not
sufficient then what sort of training they were expecting. 10 user replied are regarding that
there should be comprehensive training plan with dedicated training program for them which
would guide them with system functionality and navigation and reporting. The user wants to
have training in which the trainer would help them in their tasks and they could ask them
questions specific to their problems. Few users replied that they also need to know about what
is the business process adopted by organization after ERP implementation.
Third question was about the issue that are not resolved by the support team, there was
difference of opinion from the user regarding the issue, 5 user replied that they haven’t know
much about the screens other then they entering the data. If they consult support staff their
behavior is not helpful. Users show their discomfort with support provided to them and their
requirements for new report developments are pending by the support staff and users are
suffering due to their in competencies.
4.10 Usability Issues and Resistance to Technology
Question in this section were designed to study the users opinion about the usability issues
and resistance to technology after ERP implementation. Our first question was about the user
interface of the ERP system, most of our respondents answered that user interface of ERP
system is to complicate. When asked what are the complication they faced when using ERP
system they said screens are two large with lot of fields in general, for them entering the data
it is very difficult initially as there are numerous fields in which they enter the data. The entire
user replied then when they query the system it is very difficult for them to retrieve the data
and due to complex interface and lot of unused fields. About the navigation of the system in
our second question most of the user replied that the navigation of the system is not easy ,
they had to find out the forms in menu and for data entry they face difficulty in finding out
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the required field. Navigation problems are commonly faced by users as their response shows
that it is issue of discomfort for them.
The third question was about which feature you don’t like in ERP system there were different
issues mentioned by users. The issues user replied were regarding changes in work tasks, user
interface, navigation, reports, approval hierarchy and data migration are prominent from
interviews. In answer to our question regarding reports provided in ERP system, user replied
that the built-in reports provided in ERP system are easy to execute and they are easily
exported in desired formats. However, these reports are general reports with not much data
requirements are fulfilled by these reports. On other hand custom reports are really difficult to
implement and we asked the support staff to built reports according to our needs but they are
taking much time in reports development. For users it is really annoying that we cant get
desired data in our standard formats, as management needs reports and we repeatedly request
the support development team to quickly provide us reports we need. Our last question was
regarding the data migration from legacy system and data problems in ERP system, the user
which were involved in data migration issues replied that they are facing problems with data
gathering and then faced problems with technical team asking them for specific requirements.
One user replied that we are still facing problem with the data and reporting from historical
data is difficult for us.
33
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
5 Analysis
5.1 Resistance to Change
The first effect identified in research framework is user resistance after ERP implementation
was resistance to change, in resistance to change the user reaction towards the change was
prominent. User are not satisfied with the changes in their work tasks according to them the
changes results in more responsibility and increase decision making. User replied that the
workload is increased by the implementation; they are spending more time on working with
the system. According to Otieno, (2008 p.7) “Implementing an ERP will bring in changes to
the way people work within the organization”, definitely author found from the answers of the
respondents that there are definite changes in the people work tasks become more stressed due
to changes. In reply to question regarding the impact of ERP implementation and change son
organization overall functionality the user response was not overwhelming to change they are
not taken into confidence about changes after implementation. Motwani (2002) discuss this
that most employees do not understand the reason behind change, change is not well managed
and these revolutionary changes have impact on employees. The changes in business process
is a factor behind use resistance as mentioned by Chang (2004), Morton & Hu (2008), in
response to our questions employees were not satisfied with business process changes as their
comfort level develop over the years working on specific tasks were changed and they were
upset by the changes and end result was their resistance. Our interviews reveal the factors that
were responded by most of users , more data entry, increase workload, given more tasks to
work with , need of higher skills and responsibilities, more time working with the system
these all factors are identified as causes of ERP implementation (Joshi 1991).
5.2 Low Tolerance for Change
The section was to identify the tolerance for change, user react after ERP implementation
mainly we identified due to increase in workload, as job and tasks are redefined user are
assigned new roles and responsibilities. Users show discomfort in reaction with changes and
they are upset with the more work tasks assigned to them. The changes in data entry and
approval hierarchy to be the difficult, the changes were seen as negative by the users. User
were mentioning the benefits of the previous legacy system and comparing the things that the
features are not offered in ERP system. Our findings are related with the reasons mention by
Shang and Tim Su (2004) behind low tolerance of change.
34
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
5.3 Change in Job Content
From our empirical data the changes in job content as all the users are replying that the system
has altered their job, there is definite increase in workload as user replies shows. Users were
assigned new responsibilities after ERP system implementation, work tasks are altered and
workload is increased. The findings we have from our empirical analysis are in coincidence
with the work of Ginzberg (1975). The changes in decision making and more responsibilities
were found as the impact of ERP implementation and when user are faced with more
responsibilities in their work tasks they show reaction to this . Change in job content is
directly an impact due to ERP implementation and changes in organization, it makes user
resist in their jobs.
5.4 User Expectations
Our findings regarding user expectations show that the users were expecting system easy in
use with low level of changes after system implementation. Management announce many
benefits to users and actually over state the benefits about the system, in actual when user start
working after implementation they experience difficulties due to complexities in data , new
interface , lack of standard reports. Most of users’ replies were that they were expecting the
system would reduce the workload and the responsibilities would be reduced due to integrated
nature of ERP system as stated by op management to them.
“There are indications that the users’ expectations for the system were different to the actual
features of the implemented system. This indicates that although users were aware of the
system and its benefits, the actual system did not have the features expected by users” (Kemp
and Low 2008, p.238). The users were facing difficulty in use and problems are with
problems with data entry interface and navigation of the system. Topi (2008) the most
common perception of the users is that the system is complex and difficult in user after ERP
implementation. This lack in expectations of users contributes significantly in resistance
towards the use of system by users.
5.5 Misunderstanding and Lack of Trust
User expectation found during empirical data collection clearly show that user were
anticipating ease of use and less workload. However, most users were showing their
disappointment after ERP implementation as their work is increased after implementation.
User were overpowered by the complexity of the system, they were comparing the ERP
system with another version o legacy system (molded to user requirements). Most of user
were expecting reduction in their data entry needs due to integrated nature of ERP, but they
35
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
found more data entry and more workload. The system as not fulfilling their expectation and
there trust vanished in use of the system. As mentioned by Shang and Su(2004) the
misconception about implication and insufficient information of benefits and gain by the users
is a cause of user resistance after ERP implementation.
5.6 Job Insecurity
User showed their apprehension in retaining their jobs, they have fear of losing the job.
Organization is doing restructuring, some user replied that they are uncertain about their
future in the organization. From our findings the job security is not factor in itself, this fear of
job security is related with the other factors i.e. changes, user expectations lack of training and
create skills needed to work with ERP system. Without proper performance by user in
performing their work tasks definitely leads to the downfall. When these things happened the
users feel the job insecurity and then they take it s negative and resist in work. The job
insecurity as cause identified and presented by De Jager (1994) also coincide with our
findings.
5.7 Increased Efforts
Increase in workload and more time to perform work tasks were found from empirical data, as
users are facing over load of work and change in work tasks. Due to work task alteration the
work load is increased therefore users were clearly upset by ERP implementation. More time
doing the work and working under pressure is reply of most of respondent to your questions.
The work tasks also become more hectic as responsibility is increased due to building checks
and monitoring in ERP system. As discussed by Shang and Su (2004) more time to perform
work and increased monitoring ion the user cause resistance by the users.
5.8 Inadequate Education and Training
Lack of comprehensive training is a major factor in ERP system which leads to user resistance
and they become reluctant in user of ERP system. According to Al Mashari (2003) lack in
user training could lead to failures, post-implementation stage needs comprehensive and
mandatory training for the users otherwise they could not use the system correctly. User
answers shows that the training was merely a presentation of data entry with not in detail
training. The users were not satisfied with the training sessions, they defiantly hoping for
more training programs. The end user needs to know the data entry procedure the fields and
their relation in business process in which they are working. User was not provided training
sessions about any changes in business process after ERP implementation.
36
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
According to Chang (2004) “lack of user training and failure to completely understand how
ERP change business processes, frequently appear to be responsible for difficulties
associated with the ERP implementation”. From answers by users the response was they were
not given training regarding the change and they were not adequately educated about the
system. A data entry clerk is responsible for data entry, however without understanding the
impact of entries and use of data by other department should be communicated to them. This
aspect was lacking in use training provided to users and there was clear resistance due to
inadequate training to users. Nikolaou (2004) discuss the reason behind user resistance due to
inadequate training provided to them by consultants. According to Nikolaou (2004) “it is also
widely recognized that lack of user training and failure to completely understand how
enterprise applications change business processes are important factors of failure”. From
user responses it is identified that inadequate user training and education provided to users is
major cause behind user resistance.
5.9 Usability Issues and Resistance to Technology
The usability issues and resistance to technology contribute to user resistance, there are issues
that lead to use resistance were asked from the users. Our empirical data section show that the
user was facing difficulty with the interface of ERP system. ERP system adopt the best
industry practices with offering flexibility to organization to adopt the system, in Oracle R12,
R11i there descriptive flex fields which are added on to the forms. The issue with interface is
identified from empirical data is the length of forms, there are multiple tabs, and lot of fields
some of them which are not used in data entry. These problems are combined by user when
we asked question regarding the difficulty with interface and navigation of ERP system.
From responses of users we identified as the rationale behind such a reaction by users is
actually their past work on legacy systems, they commonly refers that’s the previous system
have good forms with only specific fields and they know which fields are mandatory.
According to Topi (2005) “Users noted that finding specific functionality quickly within the
system sometimes required an unreasonable amount of effort. A simple example of this is
navigation; that is, finding a specific transaction. Navigation problems seemed to be typical”.
More difficulties in performing the routine tasks due to problems with navigation and
overloaded user interface cause resistance toward the use for ERP system. This is also
addressed by O’Leary (2000, in Klaus et al. 2010) where discusses that the user interface and
process changes are major causes behind user resistance.
Topi (2005) discusses that the functionalities of the system should be easily accessible to
users, otherwise if users has to explore the functionalities then I would require considerable
efforts and time. These problems found in empirical data as most of users were finding
difficulty in use of the system. The other problems all the users expressed after ERP
37
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
implementation was problems with reports. Built-in reports more general reports not fulfilling
the needs of the users, users expresses their un-satisfaction to the reports and they were in
pressure from management for reporting the data. Most of users linked reporting problems
with technical support staff as they provided the request for more reports but on the other
hand the consultants are slow in report development. Problem faced in data migration and
data gathering is another cause that provides problems to the users. Certain users which were
responsible for providing the data for migration to ERP consultants, user felt this is tough
process which take lot of time and efforts. Problems associated with usability issues and
consequences of technology that is adopted with ERP implementation by organization cause
user resistance. These factors cause troubles in work, delays, pressure, un-satisfaction
resulting growing resistance.
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User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
6 Conclusion and Recommendations
The purpose of this research study was to identify the reasons behind user resistance after
implementation stage. To achieve this purpose research question was formulated that was
“Why do users resist after ERP implementation”, in order to find answer to research question
the research framework was the basis for conducting the research. From literature review
factors were identified which cause user resistance in Post ERP implementation (See Table
3.4). From research framework it was evident the most obstacles in the way of successful
ERP implementation were created by people. It was found that in post ERP implementation
users are the most critical stakeholders causing obstruction for organization in order to
achieve the required benefits from implementation project. On the basis of factors identified
from literature framework questions were developed to obtain deep understanding behind user
resistance.
User resistance is common in ERP implementation and it gets worse after implementation, the
most widely mentioned reason behind user resistance is resistance due to change. From this
research study it is observed that users make their work as routine tasks and they don’t want
to be disturbed from routine activities. When ERP systems are implemented in the
organization they are COTS (Commercial of the shelf products) with their own business
processes adopted from industry best practices. Organization carry out BPR (Business Process
Reengineering) activities in order to streamline their processes .This activity results in major
changes in organizational business processes ensuing modification in departments and by
reassigning of job activities to the workers. Users are deprived of their previous roles, which
result in changes in their work tasks and sometime increase in workload. This reshuffling of
roles also increase responsibility with more decision making involved in performing the job.
It is difficult for them to adapt new roles and responsibilities which is outcome of changes
initiated by ERP implementation. They perceive change as negative without
interest/realization what benefits organization would have after ERP implementation. User
don’t want to change themselves , they appose increase in workload of any kind ,any changes
in work tasks that require more time in order to perform daily activities (change in job
content). This is clear low in tolerance to change, they don’t support any initiative that is
about to disturb their comfort zone develop over the years by performing the same tasks. This
study validated the point that user resist due to change, when new system are implemented
strategies should be formulated to manage/minimize user resistance due to change.
39
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
User expectations from the system are ease in work and with lesser anticipation to learn new
skills and getting familiar with the system in short time. User perceives the integrated system
as it would reduce workload to them. Simplicity is another expectation of the users with
minimal personal technical up-gradation (new skills), better user interface with more help in
data entry, easy reporting with better built-in reports are major expectations from the users.
Any lack in benefits expected from ERP system by users’ point of view will induce severe
reactions which cause disturbance and then user start resisting the use of system.
User perception towards ERP system become negative there thinking turn out to be
pessimistic, after facing troubles and non fulfillment of their expectations they don’t think that
organization could achieve the required benefits from the implementation project. This all is
due to misconception, miscommunication because ERP business processes (complete/gapless)
require extensive maturation before benefits are achieved. The benefits portrayed to them
before implementation are overstated and they are expecting ERP system could achieve them
instantaneously after implementation. These combined with increased workload and growing
complexities results in job insecurity and negative feelings and user start to resisting the
system.
User training is an integral part in ERP implementation and it has a major role in success of
the system. After “Go-Live” user are provided training about how the use the system. Most of
training sessions are totally dedicated about how to use the system. ERP systems are complex
system to use, with compulsory and proper training and education about the system and
business processes. This training should not be limited to few presentation sessions, there
should be comprehensive training sessions with hands on guidance provided to user to make
them comfortable in using the system. No training sessions is equivalent to hands on
experience gained by using the system and performing the work tasks. Therefore the purpose
of training is to train as much that user could create their interests and explore the
functionality of the system themselves. The purpose of the training should be to educate the
users about the system with focus on defining system functionalities, feature and business
processes. Proper training led to system acceptance by the user and the feel comfortable with
using system. Inadequate training and education will create un-rest in users and they didn’t
get the maximum benefits out of the system. Without having proper education about the
business process and how they are mapped in new system will also crate unrest in user mind
that lead to user resistance with adverse effects on ERP implementation. After “go-live” stage
there are training sessions for users, however user education should not be stopped and user
are provided education and training sessions in order that they could learn more.
40
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
It is also imperative that user attitudes towards technology are negative with intentions to
avoid the use of system. The reasons we found are that users are considering technology as
threat to them which makes their work difficult and increase in complexities. They always
want feature offered by old system and refers to the old system and pointing towards it by
saying that old system was doing same task easily. This attitude and any complexities faced
by them from user interface using ERP system lead to their discomfort. The problem at which
we is identified is combination of interface and navigation that is annoying for the users
specially for them with more data entry. In legacy system fields are placed on forms
according to user needs to provide ease in data entry. On the other hand ERP system forms
are designed as to cater universal needs of business processes with many unused fields. These
usability issues and problems associated with technology results in user resistance that is
harmful for ERP implementation.
User also revealed that problems associated with reporting is also problems for users, built-in
reports are not fulfilling the needs associated with their work. Users’ reports could be
converted in to desired formats and there is no problem in converting reports. Reports for
their routine use are not good and they cannot user then in desired formats. In relation with
report development we asked their satisfaction about the support staff, in reply it is evident
without efficient support from support staff. There visible unrest with support staff due to
their non performance in report development. Last issue that’s was regarding data migration
and it is linked with reconciliation of data, user involved in this process were not satisfied due
to complexities in the data migration process.
From research study factors are identified that causes user resistance after ERP
implementation, it is evident that user resistance is significant factor in success and failure of
ERP implementation. Management should assess the situation in advance and try to make
strategies to avoid user resistance. From literature work the factors found are validated with
this research study they should be addressed in order to make ERP implementation successful
in order to reap maximum benefits by organizations.
41
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
Appendix A (Questions)
Reason
Questions
Resistance to change
1.
How much changes are there in your work task s
after ERP implementation?
Otieno (2008),Fischer & Hatmann(2009),
Motwani(2002),Chang (2004)
2. Does changes after ERP implementation have
improved organizational overall business
functionality? Your opinion?
What are specific changes you don’t satisfy with after
ERP implementation?
4. What difficulties you are having with business
process changes after ERP system implementation?
3.
Low tolerance for change
Shang and Su (2004)
5. How you see changes after ERP implementation?
Change in Job content
6. How much ERP system changed your daily work?
Ginzberg (1975)
7. Have the implementation of ERP increased your
workload?
8. What is your opinion that ERP system offering the
same benefits as you expected? What were your
expectations?
User Expectations
Kemp and Low(2008), Topi (2005)
9. Is organization achieving the benefits expected by
You after ERP implementation?
Misunderstanding and lack of trust
Shang & Su (2004)
10. What is your opinion about ERP software it will
increase organization output?
11. What are perceived benefits by you of ERP system?
12. Which areas that you don’t trust in ERP
Implementation?
Increased efforts
Shang & Su (2004)
15. Have implementation of ERP system increased your
work?
16. How much extra time you spent on learning the
system? What extra skills you think you’re required?
42
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
User Training
17. How much training is provided to you? Do you
satisfied with training program?
Nikolau (2004), Chang (2004), Fryling
(2007), Wong et al (2005), Nah et al.,
(2003)
18. What kind of training you think you lack using the
system?
19. Are you satisfied with support staff of ERP?
Usability Issues and Resistance to
technology
20. What is your opinion about user interface of ERP
system?
Cosaque and Straub (2010), Hsu et al 21. Is the navigation if ERP system is easy? Do you have
(2006),
Singh
&Wesson(2009), any issue with navigation?
Topi(2005), O’Leary (2000), in Klaus et
al. (2010)
22. What feature you dislike of ERP system?
23. How much ease in reporting is provided by ERP
System? You can export data in required formats?
24. Are you faced any problem in data gathering/data
migration?
43
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
Appendix B (Interviews)
Questions
Interviewee # 3
(Purchasing)
Interviewee # 9
(Purchasing)
1
How much changes
are there in your work
task s after ERP
implementation?
Purchasing process is
changes a lot, procure
to pay is the business
process adopted by the
organization.
The
changes make our
work simple but we
have
more
responsibility in data
entry.
The organization it
become more
streamline in my
opinion. In my work
task are increased and
more responsibilities
are there with decision
making power.
2
Does changes after
ERP implementation
have improved
organizational overall
business
functionality? Your
opinion?
Yes I think after ERP
implementation the
organization have
tighter controls on the
purchasing process
and management have
better controls
In purchasing I think it
is good that the system
is implemented.
3
What are specific
changes you don’t
satisfy with after ERP
implementation?
I think the organization
is getting more benefits
now
with
ERP
implementations;
the
purchasing department
is backbone in our
organization.
Tighter
control in payments
from
where
organization
could
benefits.
I think the most unlike
thing by me is the
reporting of the ERP
system,
in
legacy
system we had very
good reports. Now in
ERP
system
the
reports are not so
good.
I don’t agree with the
GO-Live date of the
system as there should
be more training
provided to users.
I think the most unlike
thing by me is the
difficulty in data entry.
4
What difficulties you
are having with ERP
system after
implementation?
When we make a
wrong entry in their
system it is very difficult
to adjust any entry in
the system.
I am having difficulty
with other workers in
my department the are
very slow at work after
ERP implementation.
When we make a
wrong entry in there
system it is very difficult
to adjust any entry in
the system.
5
How you see changes
after ERP
implementation?
I am satisfied with the
change
after
ERP
implementation.
The changes are good
after ERP
implementation
however the users are
not accepting them.
I am happy with the
changes after ERP
implementation.
6
How much ERP
system changed your
daily work?
I have to work more
with more
responsibilities and lot
of baking from my
manager.
7
Have the
implementation of
ERP increased your
workload?
The do to day activities
are changed with lot of
data
entry
then
previous system, we
have to be accurate
with data entry.
Yes the workload is
definitely
increased
after
ERP
implementation.
The day to day activity
are changed with lot of
data entry then
previous system, we
have to be accurate
with data entry.
Yes the workload is
definitely increased
after ERP
implementation.
44
It is yes that workload
is increased.
Interviewee # 4
Data Entry
Operator(Purchasing)
Purchasing process is
changed, procure to
pay is process in which
I am working. The
changes make my work
increased and more
responsible in data
entry.
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
8
What is your opinion
that ERP system
offering the same
benefits as you
expected? What were
your expectations?
Our expectations were
that the system would
be easy to use, and
would
reduce
our
workload.
Yes
the
systems
haven’t
reduced the workload
but the controls are
now
there
in
purchasing process.
Personally the time will
tell but the system is
overall good it will give
benefits.
My expectation was
that the system would
be easy to use and less
our workload.
9
Is organization
achieving the benefits
expected by You
after ERP
implementation?
I think there are
problems that we are
facing in daily work, but
biggest problem is
delays in payments to
suppliers.
Therefore
still not sure about this.
There difficulties in
reporting are the most
faced with the system
and this is problem for
organization.
10
What is your opinion
Problems associated
with data entry,
difficulty in running the
reports and getting
reports are affecting
work and eventually
organization.
My opinion is that by
tighter control in
purchasing and
payments the
organization will
increase some
efficiency.
My expectation was
that the system should
be easy to use and I
think it is good system
My perceived benefits
more streamlined
processing reducing
the extra time in
purchasing process.
My expectation was
that the system should
be easy to use and I
think it is good system.
I don’t like the reporting
of the ERP system.
Reporting of the ERP
system.
My expectation was
that the system should
be easy to use and I
think it is good system.
Reports in ERP
system.
Not really I think my job
should be separated in
two persons; I have lot
of workload and always
in pressure.
Yes I am satisfied with
my job in the
organization after ERP
implementation.
Yes I am satisfied with
my job in the
organization after ERP
implementation.
14 You satisfied with your
role in ERP
implementation?
I am not satisfied as
they
process
of
implementation was not
fully coordinated and
now feeling difficulties.
Yes there are no
problems and it is ok.
Yes I am satisfied with
my role and hoping to
get increment in job as
I am working hard to
learn the system.
15 Have implementation
of ERP system
increased your work?
Yes
definitely
my
workload in increased
by
the
ERP
implementation.
Yes I am satisfied with
my role and trying to
learn the system.
16 How much extra time
I have to spent much
I have to spent much
Yes definitely my
workload in increased
by the ERP
implementation,
however the decision
making is their now.
I have to spent much
about ERP software it
will increase
I think better controls in
purchasing would be
achieved
by
the
organization.
organization output?
11
What are perceived
benefits by you of
ERP system?
12 Which areas that you
don’t trust in ERP
Implementation?
13 Are you satisfied with
Are
your job after ERP
implementation?
45
I think better controls in
purchasing would be
achieved by the
organization.
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
time to understand the
flow of entries in the
system, I work on GL,
Cash management and
AP therefore the data
reconciliation is difficult
so my time is also
utilized in learning the
functionalities.
time to understand the
flow of entries in the
system, I am willing to
learn the system as it
give me growth in my
career.
time to understand the
flow of entries in the
system; I am willing to
learn the system as it
gives me growth in my
career.
17 How much training is
provided to you? Do
you satisfied with
training program?
Yes there was training
program before GOLive
of
the
implementation,
however that’s was
lecture based program
where the consultant
was telling us how to
perform data entries.
That’s was not enough
I think.
Yes there was training
program before GOLive of the
implementation, and
training is still
continues in our
department. It is
comprehensive training
program provided to
us.
Yes there was training
program before GOLive of the
implementation, and
training is still
continues in our
department. It is
comprehensive training
program provided to
us.
18 What kind of training
you think you lack
using the system?
I think the training was
about the data entry
and more in general
overview of the system.
I would say that training
should be first about
the business process,
then how to enter the
data, how to reconcile
and
then
finally
reporting of specific
business flow.
I think the training was
about the data entry
and more in general
overview of the system.
I think the training
should be first about
the business process
and flow of entries in
the system. How
purchasing with AP and
assets.
: I think the training
was about the data
entry and more in
general overview of the
system. I think the
training should be first
about the business
process and flow of
entries in the system.
How purchasing with
AP and assets.
19 Are you satisfied with
support staff of ERP?
No I am not satisfied
with support staff, they
are not helpful and
especially when we
need reports they don’t
develop the on time
I think the training was
about the data entry
and more in general
overview of the system.
I think the training
should be first about
the business process
and flow of entries in
the system. How
purchasing with AP and
assets.
The support staff is
slow and they are very
slow to develop new
reports .
20 What is your opinion
about user interface
of ERP system?
The screens are very
complex with lot of
fields that are not in
use, the interface is
very
complex
compared to our legacy
system.
The screens are with
lot of fields that are not
in use, the interface is
very awkward to use
compared with
previous legacy
system.
The screens are with
lot of fields that are not
in use, the interface is
very awkward to use
compared with
previous legacy
system.
21 Is the navigation if ERP
I think the navigation is
I think the navigation is
I think the navigation is
you spent on learning
the system? What
extra skills you think
you’re required?
46
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
very difficult in the
beginning I faced lot o
difficulties in finding the
forms and then fields to
enter the data. I think
that the navigation is
difficult in the system.
Reports are the worst I
have seen in my
professional
experience. I think
approval is also not a
good feature as it takes
lot of time waiting for
approval
and
validation.
easy and problems
were in the beginning
and we got use to it.
easy and problems
were in the beginning
and we got use to it.
Reports are most
disliked by the system
and also the slow
response of finance
department on invoices
I dislike most
Reports are most
disliked by the system
and also the slow
response of finance
department on invoices
I dislike most.
23 How much ease in
reporting is provided
by ERP System? You
can export data in
required formats?
No I faced these
reports as very raw,
built-in reports could be
exported
in
other
formats,
but
the
customize
reports
developed by support
staff are not exported in
excel.
No they are not good.
No they are not good.
24 Are you faced any
problem in data
gathering/data
migration?
Yes I face lot of
problem
in
data
gathering the process
was difficult and time
consuming, I taken
many nights to work
and
reconcile
the
opening balances after
data load.
There were problems in
data migration from old
system to ERP system.
There were problems in
data migration from old
system to ERP system.
system is easy? Do
you have any issue
with navigation?
22 What feature you
dislike of ERP
system?
47
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
Questions
Interviewee # 10
(Assets)
Interviewee # 7
(Payable)
Interviewee # 5
(Account
Receivable,
Billing)
I think after ERP
system
implementation
and there are
changes in
processes and
organization. My
opinion is that
things become
quick, and more
controlled as
there are check
and persons are
responsible for
their work.
Yes I think the
changes are
positive and the
organization has
improved the
overall
functionality.
Interviewee # 6
(Human
Resource)
1
How much
changes are
there in your
work task s after
ERP
implementation?
The system has
many changes in
assets process
and it has major
changes from our
previous system.
I was working with
the previous
system and my
work was data
entry, the
previous system
was good and
now I have to use
these forms for
entry which are
not good.
2
Does changes
after ERP
implementation
have improved
organizational
overall business
functionality?
Your opinion?
In assets the
organization
would achieve
benefits.
I don’t know what
it changed in
organization.
3
What are
specific changes
you don’t satisfy
with after ERP
implementation?
I am not satisfied
with the lengthy
process of data
imports from other
modules PO,
projects as asset
could be added
from purchasing
and project in this
system.
Simply my work is
more and
responsibility is
more to enter
correct data
I think the most
unlike thing by me
is the user
interface and
navigation of the
system.
In my thinking the
complexity is
increased with the
system we have
to work on
different forms to
enter and check
the data.
4
What difficulties
you are having
with ERP system
after
implementation?
I defiantly having
difficulties in data
entry, data
imports and data
reconciliation in
assets.
More data entry
and more checks
on data.
There are issues
but overall I am
working on the
system, not a
major problem.
How you see
changes after
ERP
implementation?
The changes are
made the work
more difficult and
increased my
work.
I think the new
system is complex
to use.
Overall good
because there is a
system with
control and
functions
The system has
good impacts on
the organization,
we could track out
the expenses and
benefits give to
employees.
I think there are
many changes
after ERP
implementation.
5
6
How much ERP
system changed
your daily work?
My work is
changed as I have
to contact with the
department
purchase and
projects for data
as they are also
I have to care
about the work
with more
concentration so
there are no
errors.
I think
responsibility and
decision making
are the aspects
that have
changed my work.
48
I thank there are
lot things changed
after ERP
implementation
we have tighter
controls in the
human resource
and our payment
system is
streamlined.
I think the
changes are
positive but they
are difficult to
adopt as
payment/benefits
process is
changed much.
My workload in
increased after
ERP
implementation
and I feel in
pressure doing
tasks.
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
adding assets.
7
Have the
implementation
of ERP
increased your
workload?
yes the workload
is increased by
the ERP
implementation.
Yes it is there
more workload.
8
What is your
opinion that ERP
system offering
the same
benefits as you
expected? What
were your
expectations?
My expectation
was the assets
addition process
would become
easy on the other
hand it is much
more difficult now.
I was thinking the
system would be
easy and I would
learn it quickly.
9
Is organization
achieving the
benefits
expected by You
after ERP
implementation?
In my opinion the
tightly integrations
with other
modules is a plus
and the
organization could
get benefits with
the system.
I don’t think so.
Not many
difficulties, I think
there are issues
regarding
interface and
reports but we
have to use the
system and we
are trying to use
it.
I don’t think
because we
currently trying to
work with the
system.
10
What is your
I think better
understanding
with the system
will increase the
control in
organization.
I was expecting
the easy system
with less work to
do.
I think the
organization
would benefit from
ERP
implementation.
I think the system
is good but if they
haven’t share my
workload and give
me assistant it
would be difficult
for me to work.
My perceived
benefits more
streamlined
processing
reducing the extra
time in purchasing
process.
It would reduce
the data entry
work and
integrate the data.
My expectation
was that the
system should be
easy to use and I
think it is good
system.
I don’t like the
procedure that I
have to run to
post data in
assets from other
modules.
Interface and
reports.
I don’t like the
user interface,
especially in
property manager
module this is
very difficult and
unfriendly.
I expect that
system would be
same as the last
system, where I
could enter the
data easily .I
know all the
shortcut in that
system and now I
have to remember
again.
I expect that
system would be
same as the last
system, where I
could enter the
data easily .I
know all the
shortcut in that
system and now I
opinion about
ERP software it
will increase
My work load
becomes less and
everything flows
systematically.
Yes the workload
is increased and I
spent lot of time in
data entry in the
system.
My expectations
was simple in use
system with less
complexity, no I
have to work on
much screens.
organization
output?
11
What are
perceived
benefits by you
of ERP system?
12
Which areas that
you don’t trust in
ERP
Implementation?
49
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
have to remember
again.
13 Are you satisfied
Are
I am not satisfied
with my
responsibilities
after ERP
implementation..
No I am not
satisfied due to
workload.
No problem with
me after ERP
implementation.
I am not satisfied
with my job, more
workload and
increase in efforts.
14 You satisfied with
your role in ERP
implementation?
My role in ERP
implementation is
very tough as
work is very
difficult.
I am not satisfied
with my role.
The role assigned
to me is ok , I am
satisfied.
With my role in
the department I
am not satisfied ,
they must assign
won more person
to work with me.
15 Have
implementation
of ERP system
increased your
work?
Yes defiantly my
work Is increased
after ERP
implementation.
Yes it my work is
increased.
No, I don’t think
the workload is
increased.
Yes it is
increased.
16 How much extra
time you spent
on learning the
system? What
extra skills you
think you’re
required?
17 How much
training is
provided to you?
Do you satisfied
with training
program?
I spent more time
working with the
system so the
time for training is
not there, I don’t
spent much time
on learning.
I am attending all
the training
sessions and try
to remember the
fields.
I attended all the
training sessions;
I am also reading
the training
manuals built by
the consultants.
I am attending all
the training
sessions.
The training
sessions were
good for me, they
provided me
comprehensive
training.
I think they train
us more.
In my opinion the
training program
would be more
comprehensive as
we don’t know the
business flows in
the beginning,
they should inform
us the role of our
entries in the
system.
The training
provided by
consultants is not
enough they must
have more
training sessions.
18 What kind of
training you
think you lack
using the
system?
The training is ok
no problem for
me.
The training
should be about
helping us and
showing us the on
the computer
would be useful.
I think the training
is mainly about
the entry system
screens, and
navigation.
The training that
tell us amount the
data entry and
how to check the
record of data
would be
provided.
19 Are you satisfied
with support
staff of ERP?
Their cooperation
their in , but they
are slow.
The support staff
is slow and lazy.
Yes my answer is
that they are ok.
But they have to
improve their work
and provide more
support.
No I don’t
satisfied with
support staff of
ERP because of
their laziness.
with your job
after ERP
implementation?
50
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
20 What is your
opinion about
user interface of
ERP system?
The user interface
is complex for the
system.
The interface is
not good, the
shortcut in our last
system was good
and now this
system doesn’t
have that.
The user interface
ins complicated
and I don’t like the
user interface of
the system.
The interface is
difficult and it is
lengthy with lot of
fields.
21 Is the navigation if
ERP system is
easy? Do you
have any issue
with navigation?
22 What feature you
dislike of ERP
system?
Navigation is
difficult in the
beginning for me,
I am used to it
now.
It is hard to
navigate when I
am entering the
data.
The navigation is
difficult and it I
very tough to find
out the fields.
The navigation is
difficult and it is
not easy to enter
the data.
The data import
and then built-in
reports are most
dislike features.
Interface navigation
and reports.
User interface,
reports.
I think the reports
are not good in
the system.
23 How much ease in
reporting is
provided by ERP
System? You
can export data
in required
formats?
24 Are you faced any
problem in data
gathering/data
migration?
The built-in
procedures for
data imports are
not much
comprehensive.
I don’t do
reporting but I
check reports
when there is
some problems
and I can export
data in excel.
I was not
responsible.
They report are
not good, if they
are not fulfilling
the need what I
do with export.
They are not good
in previous
system we have
good reports but
now they are
developing but not
good reports.
Yes the data
migration was
difficult and time
consuming, the
pressure from
consultants to
handover the data
and reconcile the
data was painful
experience.
No problems.
Yes there are lot
of problems I
faced with data
migration and API
issues.
51
User Resistance in Post ERP Implementation
Questions
Muhammad Zubair Aslam
Interviewee # 1
(GL,Cash Management
and Payables)
Yes there are changes in
business process of
organization, in the
previous system; there
are changes in my work
task as my work is
increases now. I am
looking after the invoices
from payable and also
responsible for validating
them in GL. My work is
increased and now I
have to spend more time
in performing job
responsibilities
I don’t think that it is in
the case, in my opinion
the implementation team
hasn’t studied the system
in detail and there are
areas which are not
catered carefully. We are
facing difficulties in our
daily tasks.
Interviewee # 2
(Cash Management and
Payables)
Many changes in
business process of
organization occurred,
there are changes in my
work task as my
workload is increases
now. I think the changes
are very difficult as it
increase the time to
work.
Interviewee # 8
(GL, AP, Cash
Management)
There are lots of changes
in organization when
ERP implementation
completed, the accounts
department is now more
streamlined with data
integration between the
departments.
There are nothing
improved after the ERP
implementation,
everything is same.
I defiantly think the
changes will be positive
in organization.
1
How much changes are
there in your work task
s after ERP
implementation?
2
Does changes after
ERP implementation
have improved
organizational overall
business functionality?
Your opinion?
3
What are specific
changes you don’t
satisfy with after ERP
implementation?
I don’t accept much of
the changes in business
process, they haven’t
don proper analysis of
our organization payment
system. They
implemented the custom
payment process which
is unsatisfactory.
With more data entry my
work is become as data
entry operator.
For me the reconciliation
part is very difficult in
cash management.
4
What difficulties you
are having with ERP
system after
implementation?
Simply my answer is
increased workload to
me and more time due to
changes.
Difficult to work, lot of
work and more time
sitting in office.
My difficulties are when
correcting he data it was
really hard to reconcile
the data.
5
How you see changes
after ERP
implementation?
The system has
increased the workload
but the information is
now available for all the
users to share, it is better
control of financial
information as this is the
case with my job.
ERP system increased
my work; yes we could
share the information
between the
departments.
I think the changes are
much but we are working
in the system.
6
How much ERP system
changed your daily
work?
The day to day activities
are changed with lot of
data entry compared to
previous system. In the
previous system their vas
no check of validation
and approval. There are
visible changes in our
job.
Lot of data entry and
more checks on data
entry, I have to spend
more time working rather
the relaxing.
Actually more
responsibility on me and
more decision making is
increased in my daily
work.
52
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
7
Have the
implementation of ERP
increased your
workload?
Yes the job got more
responsible for me as
data now is validated and
approved by the seniors.
There is more
responsibility on me.
Of course it is the
workload is increased
after ERP
implementation.
Yes the workload is
increased by me.
8
What is your opinion
that ERP system
offering the same
benefits as you
expected? What were
your expectations?
Our expectations were
that the system would be
easy to use, and would
reduce our workload. The
system would have
positive impact and our
responsibilities would be
reduced. However the
system has adverse
affects perceived by us, it
is difficult to use and we
are facing complexities.
My dearest expectation
was increase in salary
which is not yet fulfilled.
Expectations were that
the system would be
easy to use, and would
reduce our workload.
However it has increased
the workload.
I think the benefits could
be achieved over the
years when all people
perform their work.
9
Is organization
achieving the benefits
expected by You after
ERP implementation?
I think it would if proper
analysis was done by the
consultants, now proper
awareness by people of
using ERP system may
do so. I don’t think yet
the organization is
achieving the desired
results , before beginning
their were lot of talks that
after ERP
implementation lot of
thing would ease out but
I don’t think anything is
eased out.
Many difficulties I was in
control of the last
software and now
learning this complex
system.
I think the difficulties in
data reconciliation and
also motivating people to
working on the system.
10
What is your opinion
In my opinion it take lot of
time to know what the
system is offering , how
all people working in
organization see the
system therefore not
sure.
From me there are lot of
difficulties, data entry
approval and reporting all
are difficult.
I definitely think if the
entire user try hard then
the organization would
achieve the benefits.
My perception was that
the system should be
easy to use and it would
reduce the workload.
Better financial control
and better reporting were
benefits I perceived with
the system. But I don’t
thinks they are met.
No, I don’t think anything
like that, all things
remains similar.
I was expecting the more
controls in transaction
with lot of checks as the
system is interrelated.
about ERP software it
will increase
organization output?
11
What are perceived
benefits by you of ERP
system?
53
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
My expectation was more
ease in job, the
commitments and
message conveyed to us
by organization that it is
integrated system , very
good, efficient etc, these
are not fulfilled it require
time for me to adjust with
the system.
My expectation was that
the system should be
easy to use and it would
reduce the workload.
In my opinion the GAP
analysis is done by the
consultants to proper
studying the business
process in organization.
No facing lot of burden
after ERP
implementation and want
less workload.
I don’t like this system all
the things are complex.
I am satisfied with my job
and hoping for a
promotion.
14 You satisfied with your
role in ERP
implementation?
Not really I think my job
should be separated in
two persons; I have lot of
workload and always in
pressure.
I don’t feel comfortable;
the system disturbed my
years of working.
I am satisfied with my
role after ERP
implementation.
15 Have implementation of
ERP system increased
your work?
Yes definitely my
workload in increased by
the ERP implementation.
Not really I think not
satisfied.
Yes it my work is
increased with more
decisions making
responsibilities and
check on the system.
16 How much extra time
you spent on learning
the system? What extra
skills you think you’re
required?
I have to spent much
time to understand the
flow of entries in the
system, I work on GL,
Cash management and
AP therefore the data
reconciliation is difficult
so my time is also utilized
in learning the
functionalities.
definitely my workload in
increased.
I am busy with my work
but attended all the
training sessions , I am
also responsible to help
other user so spent more
time on learning.
17 How much training is
provided to you? Do
you satisfied with
training program?
Yes there was training
program before GO-Live
of the implementation,
however that’s was
lecture based program
where the consultant was
telling us how to perform
data entries. That’s was
not enough I think.
I am learning and
learning the new things in
the system.
I think the training
session attended by me
are enough, however for
user the training is not
enough. It is actually the
contract issues that why
not much training
sessions.
18 What kind of training
you think you lack
using the system?
I think the training was
about the data entry and
more in general overview
of the system. I would
say that training should
be first about the
business process, then
how to enter the data,
how to reconcile and
then finally reporting of
specific business flow.
The training program is
just lectures and
presentation they should
give us hand on training
sessions.
In the training sessions
the user should be
guided more by listening
with the issues after they
use the system this was
not the case.
12
Which areas that you
don’t trust in ERP
Implementation?
13 Are you satisfied with
Are
your job after ERP
implementation?
54
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
19 Are you satisfied with
support staff of ERP?
No I am not satisfied with
support staff, they are not
helpful and especially
when we need reports
they don’t develop the on
time.
I think the training is not
hands-on training with
dedicated trainers for
users in training sessions
or at least giving some
attention to users.
No there is not much
they are offering to us.
20 What is your opinion
about user interface of
ERP system?
The screens are very
complex with lot of fields
that are not in use, the
interface is very complex
compared to our legacy
system.
The screens are very
complex with lot of fields.
Previous system with I
was working was much
easier then this system.
The user interface is
complicated , but as I
know the better control in
designing the menus
should be considered by
consultant.
21 Is the navigation if ERP
system is easy? Do
you have any issue
with navigation?
I think the navigation is
very difficult in the
beginning I faced lot o
difficulties in finding the
forms and then fields to
enter the data. I think that
the navigation is difficult
in the system.
Reports are the worst I
have seen in my
professional experience.
I think approval is also
not a good feature as it
takes lot of time waiting
for approval and
validation.
Yes navigation is difficult
with the system; finding
the screen to work is very
difficult, fining the fields
for data is also difficult.
The navigation is easy.
The System is more
difficult to use, it is not
friendly.
Reports are not good and
data import is not easy.
23 How much ease in
reporting is provided
by ERP System? You
can export data in
required formats?
No I faced these reports
as very raw, built-in
reports could be exported
in other formats, but the
customize reports
developed by support
staff are not exported in
excel.
Reports are not fulfilling
the requirements.
They report in general
not well, the need to
develop the new reports
is there. Some reports
are there in which data is
exported in desired forms
but they are not
comprehensive.
24 Are you faced any
problem in data
gathering/data
migration?
Yes I face lot of problem
in data gathering the
process was difficult and
time consuming, I taken
many nights to work and
reconcile the opening
balances after data load.
No I was not responsible
for data gathering.
I was responsible with
data gathering and then
provided the data to
technical for migration,
we faced difficulty in
reconciliation after GOLive
22 What feature you dislike
of ERP system?
55
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
Appendix C
ERP implementation lifecycle
Source: Toolbox for IT
The normal lifecycle of an ERP Implementation Project shall consist of the following
milestones:
1. Business Process Study: Regular interactions with the client grow in order to understand
the various business processes and the way they are presently carried out.
2. Setting the objectives of ERP implementation; setting the expectation of the client
2. Pre-Implementation Training: A pre-implementation training, detailing the concepts and
features, shall be given to all the end-users at the client site. This shall improve the lead time
in collecting the inputs for the preparation of specifications. I don't think this activity will take
place in normal ERP implementation life cycle stages.
3. Requirement Analysis: The requirements of the client are collected, using the SRS
(Software Requirements Specification) form, to further the process study.
4. GAP Analysis: In relation to Information Technology, this analysis points out the
differences or gaps that exist between the standard capabilities of the desired system & the
expectations of the client. The deliverable is a GAP Report.
5. In order to get maximum benefit out of the ERP processes must be re-engineered and then
mapped with the redesigned processes
5. BMR (Business Mapping Report): This follow-up of the GAP Analysis should address the
identified solution(s) for the gap areas.
5a. Master Data preparation and management: This is perhaps most illtreated activity which
ultimately leads to delays if not addressed at early stages of the project planning. A team must
look after these before and after the project to ensure accuracy in master data as this may lead
to erroneous results causing panics after Go Live.
6. Project Plan: This milestone shall set the actual plan for execution and roll out for the roles
and task allocations.
7. Installation of Software: The Vanilla installation of the complete software should now be
carried out to ascertain the infrastructure preparedness at the client site.
8. Customization of Forms & Reports: The Client's requirement as to the customization of
forms (user interfaces) and reports (existing as well as new requirements) are addressed here.
9. The system must be tested for complete processes and each type of transactions so as to
check its robustness.
56
User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
9. Migration of Historical Data: Beyond the opening balance incorporation, if the client
desires to bring the historical data, this step will be required to plan the conversion and clean
up - prepare the data for the new environment.
10. Design of Routines & Workarounds: Though this is not a milestone, the additional
routine and workaround requirements (as identified in the GAP & BMR) shall be addressed
through this step.
11. Setup & Configuration: The new environment shall be setup based on the SRS and the
software shall be configured (on different deployment methods) fully.
12. Testing Environment: A testing environment (a simulation of the live environment) shall
be created in the new software to enable the end-users to acquaint and equip themselves for
beginning in the live environment.
13. End-User Training: The next milestone shall be giving training to the end-users on the
setup, configuration, transaction processing and report generation. This shall be the postimplementation training phase.
14. System Walk-Through: This milestone requires entry of sample transactions by the endusers in the testing environment.
15. Go Live: This is the Sign-Off phase where the project gets implemented.
16. Post Implementation Support: An immediate support commitment, subsequent to the
implementation, and the detailed modes of support, etc., are given to the client.
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User Resistance in Post ERP Implementation
Muhammad Zubair Aslam
References
Al-Mashari, M. (2003): A process change model for ERP implementation, International
Journal for Human Computer Interaction, Vol. 16 No.1, pp.39-55.
Aladwani, A. (2001): Change Management Strategies for Successful Implementation,
Business Process Management Journal, 7 (3), pp. 266-275.
Benders, J., Schouteten, R., & Aoulad el. Kadi, M. (2009): ERP-systems and job content: a
case study of HR-assistants Personnel Review Vol. 38 No. 6, pp. 641-654
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