Measuring System Performance & User Satisfaction after Implementation of ERP

Abstract

Now a day ERP systems are being adopted by various organizations as part of their business growth strategies. However, one must realize that implementation of an ERP system is not a goal but a journey towards the goal. Even after successful implementation, the goal is not achieved until the system is completely used. The satisfaction of the users and the overall performance must be measured periodically to evaluate the success of the implementation and the overall object of having the Enterprise level of System.Our research paper uses and adapts the balanced scorecard method for the measurement of ERP performance. The model uses four interrelated dimensions i.e. (Financial, Customer, Internal Business & Learning and Growth). The questionnaire criteria were developed based on the four dimensions of the model. We then carried out an extensive survey on one of the major institutions in Pakistan to evaluate their recent ERP implementation. All major stakeholders participated in the survey.The results from the survey clearly indicated user satisfaction in one of the perspectives, while suggested dissatisfaction in another. Due to this research, we were clearly able to identify the problem area and offer recommendations to the organization for better performance of the ERP. This approach allows us to clearly identify the key performance indicators as well as their role in the total success of the ERP System.

Critical Success Factors in ERP System Adoption: Comparative Analysis of the Private and the Public Sector

“…Measuring the performance of any activity/process is the basis of governance, so there is no doubt that this CSF deserves a much higher degree of engagement. This observation fully coincides with the results of some recent studies, such as (Sun et al, 2015); (Shatat, 2016) and (Batada & Rahman, 2012).   Besides CSF9, which was rated as very poorly implemented in both sectors, other CSFs that were identifi ed as particularly challenging for one of the sectors include: "Completed feasibility study" (CSF1) in the private sector and "Use of steering committee for project activity control" (CSF17) in the public sector.…”

Linking knowledge management capabilities and the mediating role of the big data capabilities for enterprise value-adding processes

“…Enterprise value-adding processes Shaqrah and Al Maliki (2018) concluded that enterprise systems implementation area complex process, particularly when using new knowledge through the implementation phase. Batada and Rahman (2012), Rouhani et al (2017) measured ENTVA by using a balanced scorecard model focusing on the internal business process and highlighting the operational efficiency of business processes in enterprises. Azhdari et al (2012) emphasized attaining ENTVA systems by maintaining a knowledge mechanism through standardization, formalization and specialization commitment.…”

Identifying the value of a clinical information system during the COVID-19 pandemic

“…The importance of differentiation within systems enables the providers to adjust system features to user needs which studies indicate have a direct affect on value perceptions ( Cort et al, 2007 ). Similarly, the potential of systems to enable inter-operability through integration between disparate systems brings enhanced benefit to inter-departmental working ( Batada and Rahman, 2012 ). An intuitive system design reduces the effort for users to complete tasks ( Mikkelsen et al, 2007 ).…”

“…Studies indicate that the absence of software enhancements has resulted in speed issues from memory leaks, unreleased locks, non-terminated threads, shared-memory and storage fragmentation ( Zhao and Wu, 2013 ). The importance of adequate support structures is a prerequisite for the positive measurement of user satisfaction in the context of enterprise resource planning ( Batada and Rahman, 2012 ).…”