Article Preview
TopIntroduction
Almost 30 years after their first implementation, the ERP (Enterprise Resource Planning) systems are still experiencing increasing interest from both business and academic parties. The reason for that interest lies in the fact that ERP systems are one of the most important and sophisticated software solutions. ERP systems are developed to enable users to track business assets (raw materials, finished goods, capital assets, money, human resource, etc.) and to monitor all types of business processes and financial transactions.
ERP is an integrated information system developed to support different business processes inside the company (Fertalj & Kalpić, 2004). ERP enables accomplishing and automation of business processes in the same and coordinated way across the organization. It is the first generation of business systems whose aim is to integrate all the company's data and to give comprehensive support to all crucial functions in the organization. ERP implies extensive software applications that support critical organizational functions. The main goal of ERP is to enable a dynamic and direct flow of information, which should raise the efficiency and value of information (Motiwalla & Thompson, 2009). According to Nah et al. (2001), the most important characteristics of ERP are the following: integrated data (centralized database), the capability of automation and integration of business processes, data sharing across the whole company, and creating and access to information in real-time (Nah et al., 2001).
The implementation of ERP is a complex process that includes different types of users from the whole organization. There is no guarantee that ERP implementation will be successful and that it will ensure all or any of the promising benefits for the organization. A closer look at the nature of reported problems suggests that the ERP implementation issues are not just technical, but encompass broader behavioral factors (Skok & Döringer, 2011). Chang et al. (2008) stated that organizations need to understand the system adoption from the user's perspective to prepare their employees to face new challenges and learn how to make good use of the technology to reap tangible benefits (Chang et al., 2008). User perception related to ERP usefulness and satisfaction with ERP can be critical factors that influence successful ERP implementation.
The researches related to ERP usefulness have used different perspectives (usefulness as the result of improved job performance, factors influencing ERP usefulness at an individual level, usefulness as the result of improved organizational performance, etc.).
The research conducted by Thatcher, Stepina, and Boyle (2002) showed that factors as task productivity and innovation, customer satisfaction, management control, and decision making, high interdepartmental communication, and cooperation, together with data analysis and conversion could be enhanced by ERP implementation and result with higher job performance (Thatcher et al., 2002). Their results are supported by the results of studies conducted by Ang and Slaughter (2001), Herold et al. (2007), Devadoss & Pan (2007), Hall (2002), and Jalal (2011).
Sun et al. (2009) analyzed some other ERP factors (work compatibility, ease of use, behavior, and intention to use) and showed that these factors are significant for user's performance (Sun et al., 2009). Huy et al. (2019) research the role of job satisfaction in the relationship between individual job performance and technology fit in an ERP environment. Their research showed that the technology fit was significantly and positively related to job satisfaction and individual job performance in an ERP environment (Huy et al., 2019).
Abugabah et al. (2015) evaluated the impact of the information system on the performance of users by proposing a model comprising of the variables from Delone and McLean Information System (IS) Success model, Technology Acceptance Model (TAM), and Task Technology Fit (TTS).