ERP‐systems and job content: a case study of HR‐assistants

Abstract

PurposeThe purpose of this paper is to gain insights into the effects of an enterprise resource planning (ERP)‐implementation on job content.Design/methodology/approachData are collected using a qualitative expert instrument (WEBA) and a questionnaire (NOVA‐WEBA) among HR‐assistants in a case study in the Dutch hospitality industry.FindingsContrary to what one might expect, the introduction of an ERP‐system does not automatically result in a more centralized organization: in granting local authorizations user/employee job decision latitude is affected c.q. realized. However, even when a decentralization policy is pursued as is the case in our study, job decision latitude is not necessarily enhanced. This is partly caused by ERP‐related changes such as increasing standardization of operational procedures and data entry requirements, and partly by organization‐specific developments in how tasks get assigned to jobs.Research limitations/implicationsThe configuration of ERP‐systems varies by organization, and is largely a matter of organizational choice. The case is unique, as is indeed any case.Practical implicationsInsights into ERP's effects can help organizations achieve better designed jobs. Pre‐implementation simulations of effects can help steering towards desired outcomes.Originality/valueThe paper provides useful insights into the effects of an ERP‐implementation on job content through a case study of HR‐assistants.