Identifying ERP Organizational Change Influences
“Many organizations have focused primarily on the psychological state of their employees. After all, this is the desired result- engaged employees who are committed, satisfied, and productive. But focusing only on these desired outcomes misses the most important point: What organizational conditions are the causes for these effects?” (“Leading Culture Change in Global Organizations”, p. 43, Dr. Daniel Denison, Dr. Robert Hooijberg, Nancy Lane, Colleen Lief).
The main idea in this quote is to intentionally consider, reflect, identify, and address the root organizational influences that may help promote and advocate for engaged, committed, satisfied, and productive team members. Naturally inherent in ERP organizational change are influences that are often misunderstood, unrecognized, abstract, and difficult to measure. These influences can be organizational, motivation, or knowledge-based influences (Clark & Estes, 2008). Moreover, these influences should be considered and examined as they may directly and significantly impact ERP organizational change performance.
- Knowledge Influences: Stakeholder knowledge needs to be carefully examined in order to determine whether the stakeholders know how to achieve a performance objective. This knowledge can be in the form of factual, conceptual, procedural, and metacognitive (Krathwohl, 2002).
- Motivational Influences: Generally speaking, motivation can be defined as the inner desire that steers and propels people to accomplish personal and organizational goals (Lindner, 2019). An individual’s choice to reflect on goal achievement, the desire to accomplish the goal, and the mental effort to accomplish the goal are examples of motivational influences (Clark & Estes, 2008). Rueda (2011) describes motivational concepts such as self-efficacy, attributions, values, and goals that can be considered when analyzing organizational performance gaps.
- Organizational Influences: Work processes, resources, and workplace culture are examples of organizational influences that may impact stakeholder performance (Clark & Estes, 2008).
Each of these influences needs to be considered and addressed both at an individual and organizational level. Knowledge, motivation, and organizational influence can have a real and significant impact on success, or failure. We will be discussing these influences further and in-depth in upcoming posts and in our podcast series, “The ERP Organizational Change Journal”. Please stay tuned…
Clark, R. E., & Estes, F. (2008). Turning research into results: A guide to selecting the right performance solutions. Information Age.
Krathwohl, D. R. (2002). A revision of Bloom’s taxonomy: An overview. Theory into Practice, 41(4), 212–218. https://doi.org/10.1207/s15430421tip4104_2
Lindner, J. R. (2019). Understanding employee motivation. Journal of Extension, 36(3).
Rueda, R. (2011). The 3 dimensions of improving student performance: Finding the right solutions to the right problems. Teachers College Press.