Evaluation of Strategic Hrms in Erp Implementation

This then behooves that an exposure to same source of information but processed differently in human minds will result into different results as witnessed in developed and underdeveloped nations. Professional information based on services of governance is fast growing in the high technology information sector. But the management of services rendered is largely unexplored area of strategic management.

Realization of stable and strong human capital management solution that will meet organizational needs for current and future needs are basic requirement in many public sector organizations. A flexible rewards and recognition program that will keep employees motivated and engaged Comprehensive training opportunities that will enable employees to continue to grow and contribute to your organization an effective program to manage employee absences. When employees are absent or focused on other issues, productivity suffers.

And instead of managing your core business, you spend your time administering absence and leave policies and worrying about how presenteeism is affecting productivity as well as employee morale. Now that Enterprise Resource Planning (ERP) has shown itself to be a source of significant business value, many organizations public sector inclusive are looking to extract even more from their existing ERP systems. Shifts in corporate structure and new compliance requirements are driving the need for improved access to information, process clarity and cost savings.

In order to realize greater Return On Investment (ROI) in ERP systems, ERP applications need to be tailored to more effectively support adaptive business processes and help drive growth. Enterprise Resource Planning solutions strategically position Public sector services technology assets to align with and adapt to business processes, reducing total cost of running public sector services and improving responsiveness, quality and ROI.

Public sector is vast and being a consumer of taxes and impact on quality of life, and major consumer of private sector, they serve as major demonstration of technological innovator to the world at large. Historically, the public sector has always been the vanguard of innovator for major new technologies; ERP is no exception in Nigeria, and a driver for enabling research in academia and private sector.

This role will continue and the story of technological revolution will and trajectories will continue Successful technological innovation relies on where innovator has been drawn from on knowledge of users in order to relate the innovation to users’ requirements to satisfy latent demand to provide functionality that is extremely welcome. Many public sector services are being inundated with pressure from private sector, the financial sector operatives, inventory, treasury and investment operatives, supply chain, public sector budgeting, Human resources budgeting , career management and employee life cycle management.

Getting a robust ERP system is a necessity for public sector to position itself for effective performance and challenges in service delivery Furthermore, internal dimensions of use of project champions to see them through inevitable challenges and difficult that may arise in the organization during the process of implementation and adoption of new technology and/or ERP solution. As part of the initiatives in ERP is complementary assets that should be in place during the process of implementation is control which will help enhance value in the technology.

While public sector organization may be seen to have the asset listed above, these may not be the sum of assets and individual skills but more importantly the management structures, information flow and ability to retain staff. At the moment, much public sector governance is focus on improved service deliver. Innovation now focus on efforts to change, while many public services fall within competitive range of stimulus for innovation, some public services are competing feature in both public and private provision along side each other.

The level of competition may vary but the existence create a niche that worth studying ‘Marketization’ is the theme of many government policies to public services. Motivated to sometimes for simple expediency to save cost, to produce and operate cheaper services, to make public service more responsive to customer and introduce more advance management philosophies. Public services do often exit in complex supply chain services, inventories and arrangement with several player most of which are commercial firm.

So public services are liable to vary in terms of how far they are subject to pressure similar to those involved in market selection and in the mainstream of innovation analyses. Therefore this forms a base and provides an excellent ground for studies of public sector ERP solution research. While Public sector may have high level of intermediation. Mostly the stake holder must have a buying in any technological innovation hence it will go no-where. The End Users in most cases do have limited say in the process. Therefore making diffusion and roll-out a difficult and complex process.

This development is another reflection of role of professionals in many areas of service delivery in public sector Public sectors are usually organized in many MDA’s. Empirically, it would often be inappropriate to the establishment as the unit of analysis in ERP survey. Many ERP implementations are roll-out from the centre on a planned established centrally. This research will utilize Structural equation modeling (SEM) statistical technique. This enables testing and estimating causal relationships using a combination of statistical data and qualitative causal assumptions.

Structural Equation Models (SEM) encourages confirmatory rather than exploratory modeling; thus, it is suited to theory testing rather than theory development. It usually starts with a hypothesis, represents it as a model, operationalises the constructs of interest with a measurement instrument, and tests the model. The causal assumptions embedded in the model often have falsifiable implications which can be tested against the data. With an accepted theory or otherwise confirmed model, SEM can also be used inductively by specifying the model and using data to estimate the values of free parameters.

Often the initial hypothesis requires adjustment in light of model evidence. Among its strengths is the ability to model constructs as latent variables (variables which are not measured directly, but are estimated in the model from measured variables which are assumed to ‘tap into’ the latent variables). This allows the modeler to explicitly capture the unreliability of measurement in the model, which in theory allows the structural relations between latent variables to be accurately estimated.

Factor analysis, path analysis and regression all represent special cases of SEM. . CONCLUSION: This research utilize both theoretical and analytical models to evaluate and explain the impact of strategic human resource on Enterprise Resource planning implementation in public sector service delivery. ERP systems have come to signify a never-before opportunity for organisation to gain a clear edge and improve their service delivery. This research presents a novel framework for evaluating human resources management system integration in ERP implementation in public sector.

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