Dr. Bob Travica HR System Study 1 of 15 Systems Acceptance: A Case Study of a Human Resources System By Dr. Bob Travica Updated June 2006
Dr. Bob Travica HR System Study 1 of 15
Systems Acceptance:A Case Study of a
Human Resources System
By
Dr. Bob Travica
Updated June 2006
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Outline
• Purpose of Study
• The HR System
• Models of ERP Acceptance
• Study Methods
• Findings
• Summary
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Purpose of Study
• Purpose: Understand conditions for increasing acceptance of a human resources system.
- Diagnosis of the acceptance issues- Recommendation for increasing acceptance
• Organization: A mid-sized Canadian company (henceforth, “the company”).
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• Records time, expenses, and other dynamic employee information. • Delivers reports for management decision making. • Allows employees to access their information any time.
The HR system
• A goal: Reduce administrative costs by having employees enter their data and managers perform online approvals (query employee data and record decisions online) – self service. • A frequent system in mid/large size organizations in Canada.
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Databases w/Personal Info
Employee,Manager
- Organizes data - Generates reports- Creates data warehouse for analysis supporting decision making.
The system
ERP (Middleware)
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Phases1. Chartering (Planning)2. Project (Development, Implementation)3. Shakedown (Go Live to Achieving System’s Routine Use or Shutdown)4. Onward & Upward (Normal routine use, payoffs)
Shakedown Problems- Maintenance of old processes- Poor software ease of use - Users’ skills stalled after training- Low usage of system
Shakedown Performance Metrics
- Systems downtime- Response time- Job quality/stress
Shakedown Success Conditions- Well-configured and integrated system- Redesigned business processes- Trained users- Resources to address problems - Action to fix problems
ERP System Development
- Markus & Tanis (2000): Four-Phase Enterprise Systems Experience Cycle
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Study MethodsResearch Model of Users’ Acceptance
of the System
SYSTEM ACCEPTANCE
IT, Information,New ways of working
SYSTEMDESIGN
ORGANIZATIONALISSUES,
CHALLENGES,PROBLEMS
ACCEPTANCE DRIVERSON THE USERS’ SIDE
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Study Methods
1) Interview:• Partly combined with observation of system use• 33 persons interviewed, including 4 focus groups, 22 hours• Cross-sectional (units, geography, hierarchy)• Different sampling methods
• Qualitative inquiry: semi-structured interviewing to learn about perceptions, opinions, assessments, ideas…
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2) Survey of professionals, managers, and clerks:• Electronic, anonymous• Random sample of 38% of all system users• Response rate 61% (excellent)• 7 scale-based questions, 1 open-ended, 2 support
3) Company documents, access to the system
Three Study Methods
• Data analyzed by using qualitative content analysis and correlation analysis.
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Findings
• Eight months into the “shakedown phase”:- User Satisfaction b/w 64%-76% for key functions of the system- Routine Use achieved by 58% of users- System assessed as easy to use by 53%.
• Ease of Use (“user friendliness”) identified as a key problem. Related to:
- System’s Acceptance (r*=0.3) - Satisfaction (0.7)- Usefulness of managers’ online approvals (0.5).
* r = Coefficient of Correlation
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• All users appreciate better information, but system not easy to use -- user interface issues.
• Particular Challenge: Parallel change of work processes and the system.
Findings
• Culture unprepared for the system, an adjustment much needed.
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Findings
ACCEPTANCE DRIVERSUsers’ Assessments of System
Benefits & Costs
Users’ Sense Making of SystemTerms | Grapevine |
Systems Comparisons
Users’ Perception of Support:Training | Helps | Maintenance
Process Adoption Readiness:Management Change
Culture Adjustment Readiness:Core Beliefs & Behaviors
IT Culture Management Culture
Self Service Paper vs. Electronic Beliefs &
Behaviors IT Development Pace Business vs. Technology Focus
SYSTEM ACCEPTANCETechnology AcceptanceInformation AcceptanceProcesses Acceptance
Culture Adjustment
SYSTEMDESIGN:
System’s Complexity &
Lack of Familiarity
IT Maturity
Configuration vs.Customization
Implications ofSAP Strategy
OTHERORGANIZATIONAL
ISSUES:
Human Resources Function --
OrganizationResponsibilities
Roles
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• Culture Adjustment:
• Paper vs. Electronic Beliefs/Behaviors: - Unclear costs of paper trail and benefits of electronic. - Goal of “paperless administration” may need re-evaluation.
• Management Culture: Managers’ IT-related skills & attitudes toward using IT may need scrutinizing.
• Self Service: No prior experience and needs special attention.
• IT Culture: Place of electronic IT in development programs not prominent enough. An inclination toward criticizing.
Findings
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• IT Development Pace: - Perceived too fast by a number of employees- Are applications rounded up before new ones are released?
• Business vs. Technology Focus: Consider expanding interfaces between technology users (workers, managers) and developers (IS function).
Findings
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Summary
• Study of HR System’s acceptance in a mid-sized company used interviews multiple methods.
• System’s acceptance pull: Better information.
• The system’s acceptance parameters found to be: 53-76%
• System’s acceptance push back: - Difficult user interface - Process change - A lack of cultural readiness.
• Concerted effort from top management down needed in order to cope with the push back.
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