Contents
1. Chapter 1: Introduction 2- 1.1. Background of the Study 2
- 1.2. Rationale for the Chosen Topic 2
- 1.3. Statement of the Problem 2
- 1.4. Research Questions 2
- 1.5. Research Aims & Objectives 2
- 1.6. Structure of the Dissertation 2
- 2. Chapter 2: Literature Review 2
- 2.1. Definition 2
- 3. Chapter 3: Research Methodology 2
- 3.1. Research Design 2
- 3.2. Sampling Method 2
- 3.3. Data Collection Procedure 2
- 3.4. Questionnaire Development 2
- 3.5. Data Analysis Method 2
- 3.6. Reliability and Validity of Data 2
- 3.7. Justification of the Chosen Research Method 2
- 3.8. Research Limitations 2
- 4. Chapter 4: Data Analysis and Findings 2
- 4.1. Demographic Information 2
- 5. Chapter 5: Conclusion & Recommendation 2
- 5.1. Recommendations 2
- 5.2. Limitations 2
- Appendix 2
- 6.1. Appendix-1 – Questionnaire 2
- 6.2. Appendix-2 – List of references 2
Description
Since ERP system plays a crucial role in today’s competitive business environment, it is obvious that its implementation process is also given top priority as well. Organisations invest substantial amount of resources on implementation of ERP systems. ERP system implementation is a risky task since it involves all the core business processes in an organisation. An ERP system's implementation is a complex process, and there are many instances of failed execution, seriously affecting companies' performance.
The key research objectives of the research study were:
• To analyse the key factors that enable the smooth implementation of ERP system in an organisation
• To identify the major barriers that hamper the ERP implementation
• To understand the content of transferred knowledge and analyse the information flow from the top management to the employees
To effectively address the research objectives, a semi structured in-depth qualitative interview was conducted to capture the rich data from experienced respondents in the King George Hospital (KGH). Despite the responses were collecting from a small sample, the quality of responses from the interview proves that the respondents had an in-depth knowledge about the research topic. Studies on various ERP implementation processes were also analysed to gain an understanding of ERP systems and the current research on implementation methods. In the research study, several key factors were identified that enable the smooth transition of knowledge among employees during implementation of a new ERP system. Most crucial key factors were:
• Knowledge transfer through training
• Studying best practices in the industry segment
• Proper planning and implementation strategy
• Understanding of business and process knowledge
• Encouragement from the senior management
• Stage-wise documentation of activities
After the ERP system is operational, its success depends on how well the end users can manage their work in the new system. The focus must be to give them the right foundation by training them to do their job using the new ERP system. ERP adopting organisations need to build up their base of internal knowledge so as to encourage the flow of knowledge transfer. Consultants can help their clients to gain the requisite knowledge through formal training, and knowledge creation activities. Finally, to successfully implement ERP, project managers should assess the suitability of the ERP system to their organisation.
The workforce and the management at the KGH were divided in their opinion about the usefulness of their ERP system at work. When questioned about its utility, employees felt the system is yet to reach the competence level to completely manage the work process. On the other hand, the management team felt that the system is good enough and the real hurdle is the reluctance of the employees to accept the new process. Some of the respondents were indecisive. The next few months could be crucial for proving the efficacy of the ERP system. The IT team has to take adequate measures to train and educate the workforce on best practices.
Customising the software to suit the needs of KGH was the most crucial issue in ERP implementation. However, the inordinate delay in understanding the complex medical treatment process and claims process affected the programme development. Moreover, hectic medical operations in KGH did not allow for adequate spare time for employees to get trained. The tight project schedule further exacerbated the smooth implementation.
Contrary to the employees’ view point, the management felt that the ERP system fairly user-friendly. They felt that the employees did not try out to seek out the interesting features in the system. They feel the software is highly user-friendly and it is quite easy to access and use the package.
This research studied the implementation of ERP system in King George Hospital in UK, and the outcomes may not match with the different system types, industry sectors, or the procedures in an another country. Research done in future could evaluate the model for different system types or business classifications. Research done in other parts of the world could add to the generalisability of the results.
