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Training… Instruction Manual… Something to help me learn this would be nice

More testing, training and time before implementation

(Bradley and Lee, 2007 pp. 44).

These truthful comments confirm the crucial need of training among employees whom involved in the ERP implementation process.

Mustacello and Chen (2008) argue that to overcome training deficiencies, many means can be done. For instance, replacement of staff, hiring new staff who posses’ high skill and knowledge in ERP or train key users which in turn will train staffs beneath them. In their study, questionnaires mailed to business executives who experienced the implementation of ERP systems. They found training is highly demanded. External consulting expertise is needed for formal training on both ERP basic knowledge and specific job duties. Respondents also supported on-going education programs to refresh user’s skills which have not always been the case for some firms.

Ferrando (2001) found that when organizations adapt to new technology, they must prepare staffs with adequate training. Rather than provide training on the full range of ERP functionalities, the classes focused only on modules the staffs would use. Employees reported that the training classes helped them feel more comfortable in using the system and reduce mistakes. Educational programs should capable to provide skills and confidence for creative change within the computer environment (Ray, Sormunen and Harris, 1999).

Inadequate training has slammed many ERP systems to failure (Crowley; 1998, Spathis and Constantinides; 2003). Thus, Gupta (2000) suggests custom training to avoid this mistake. In-house training labs consultants can be hired to conduct the training, as well as the use of intranet-based or CD-ROM training applications. The goal of ERP training should not limited only to key-in or processing data, but also to help them understand the business processes behind ERP applications (Crowley, 1998).

The study Duplaga and Astani (2003) conducted interviews at 30 manufacturing firms. They found the most rated implementation problem is “lack of ERP training and education for affected employees”.

Interviews with personnel in Amoako-Gyampah (2004) study, reported a common comment “with SAP, every employee becomes a new employee” (Amoako-Gyampah, 2004 pp.177) bring means that replacing legacy systems with SAP means that employees have to relearn new skills where their reluctance to do so might create tendency to perceive the system as being difficult to use. Thus, training takes place to familiarize an individual with the system.

The completeness, length, detail, timing and even who to train is a crucial concern for companies adopting an ERP system (Amoako-Gyampah, 2004). Training employees for a longer period might be cost overruns and create fatigue among employees. Training employees too early might lead to forgetfulness. Other unpreventable implementation activities might be a barrier for organization’s ability to wait till just before implementa本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。