The Impact of the Implementation of ERP Satisfaction of End Users

in Major Moroccan Companies

Fatima Jalil

, Abdellah Zaouia

and Rachid El Bouanani

INPT: National Institute for Posts and Telecommunications, Rabat, Morocco

Faculty of Law, Economics and Socials, Mohammedia, Morrocco

Keywords: Enterprise Resource Planning (ERP), User Satisfaction, Quality change, Information Technology,

Information Systems.

Abstract: In recent years, the implementation of ERP is as a lever for development and inter-organizational

collaboration. Despite the benefits of ERP, the success of their implementation is not always assured. The

introduction of an ERP in a company requires organizational changes that may provoke resistance to cause

adverse effects on the success of these projects. This article proposes a model and tests to evaluate the

success of a system "Enterprise Resource Planning "(ERP) based on a measure of user satisfaction.

Referring to the model DeLone & McLean and the work of Seddon & Kiew The criteria that can influence

user satisfaction, to ensure the successful implementation of the ERP system are identified. The results of

the exploratory study, carried out on 60 users in 40 Moroccan companies, shows that user satisfaction of

ERP is explained by the quality of the ERP system, perceived usefulness and quality of information

provided by this type of system. The study also found that the quality engineering change is a predictor of

satisfaction measured by user involvement in the implementation of ERP, the quality of communication

within such a project and the quality of training given to users.

1 INTRODUCTION

The current context of global economic activity is

characterized by a large and permanent competition

as well as a large customer requirement for immediate

and complex solutions. In this context, process control

and continuous improvement become prerequisites

for success. As a result, numerous companies around

the world are trying to take advantage of an overhaul,

using software packages, their information systems,

and hundreds of them have opted for systems

integrated management ERP (Enterprise Resource

Planning) as a basis for the integration of their

industrial management (Marbert, Soni &

Venkataramanan, 2000).

Companies operate in an environment

increasingly complex and changing. They now

confront several problems: saturated markets,

increased competitiveness, customers more

demanding and less loyal, etc. In such an

environment, business competitiveness depends

increasingly on their flexibility and their ability to

innovate, both in their organizational structure, their

production as in their mode of exchange with

customers and suppliers. However, in their search

for competitiveness, the main obstacle faced by

companies is the difficulty of obtaining data and

accurate information and appropriate interfaces

between the various business functions.

This study is interesting on two levels:

- The objective of this article is therefore to

identify the drivers of satisfaction of users of ERP

systems. On a finer way, we try to determine the

satisfaction and enhance the need for good conduct

ERP projects to increase the degree of the

satisfaction. To do this, it was reduced to build a

model for the explanation of this satisfaction.

- In what follows, we will try to review the state

of the art in measurement of user satisfaction of IT

before submitting the research model and the results

of an exploratory study conducted with a sample of

'Moroccan companies.

2 ERP AND ITS

CONTRIBUTIONS FOR USERS

The evolution of computing, which is progressing

towards greater information sharing and flexibility is

188

Jalil, F., Zaouia, A. and Bouanani, R.

The Impact of the Implementation of ERP Satisfaction of End Users in Major Moroccan Companies.

In Proceedings of the 18th International Conference on Enterprise Information Systems (ICEIS 2016) - Volume 1, pages 188-195

ISBN: 978-989-758-187-8

a key factor explaining the growing success of ERP

to companies. Despite the unquestionable progress

they make today, ERP do not fully meet

satisfactorily the needs of companies.

2.1 The Emergence of Integrity

Management Software

Historically, functional systems businesses were

developed on different materials following different

methodologies: the achievements are generally

heterogeneous both in terms of data representation at

the level of processing modes. It follows multiple

disadvantages:

- Communication problems between areas expected

to share common data;

- Process control challenges due to the multiple

treatments required to obtain synthetic statements;

- Students maintenance costs in the absence of

modularity resulting low scalability;

- Complexity of the training was the use of very

varied software;

- Difficulties for many controllers, in the collection

and re-keying data from different systems and

serving to consolidate budgets, develop reporting

tables, etc.

2.2 What is an ERP?

Acronym of American origin, ERP (Enterprise

Resource Planning) is commonly used to designate

the integrity management software. The term "ERP"

is not totally adequate because it puts only evidence

planning appearance. However the French

translation "ERP" does not include the planning

dimension and its use is problematic.

As defined by Robert Reix (1999), an ERP is a

computer application that incorporated the following

general characteristics:

- An ERP is a software package: according

CXP4, a software package is "a coherent and

independent set is service programs, supports, or

handling of information and documentation,

designed to perform standard IT processes, including

the distribution is of a commercial nature and that a

user can independently use after installation and

limited training.

- An ERP is customizable: standardized product,

the ERP is designed originally to meet the needs of

various businesses. II usually are different versions

by sector (automotive, banking, etc.) and prolonged

use. In addition, the adaptation of the product to the

needs of a particular business is by setting (choice of

management rules, choice of treatment options,

choice of data format, etc.). The setting may be

accompanied by an appeal has additions of specific

programs articulated around standard programs.

- An ERP is modular: it is not a monolithic

structure but a set of programs or separable modules

each corresponding to a management process:

installation and operation can realize autonomously.

The division into modules allows you to dial a

specific solution for assembly and extend the

implementation has different areas of management.

- An ERP is integrated: the various modules are

not designed independently they can exchange

information according to patterns provided. The PGI

guarantees at all times a perfect integrity and data

consistency for all users, allowing DC to end

interfacing problems, synchronization and double

entries.

- An ERP is a management application: it

captures the company's transactions (accounting,

stock management, order tracking and production

program ...) and propagates the information

collected to the appropriate levels. However, it

contains no optimization program or automatic

decision.

2.3 Why Moroccan Businesses They

Opt for ERP?

The term ERP comes from the name of the method

MRP (Manufacturing Resource Planning), industrial

method used since the 1970s for the needs of

management and planning of industrial production

and computer-aided production management.

As to migration patterns, some companies opt for

highly problematic solution to migrate their IT

systems through process redesign while others opt

for outright deportation of the existing.

Now this type of establishment "Big Bang" is

desirable, particularly in the following cases:

 Existence of bottlenecks and sticking points of

information between services; the implementation of

ERP will provide an opportunity to everyone to

overhaul their procedures.

 Excessive heterogeneity of the applications

used and abundance of interfaces between business

and auxiliary applications with the central

accounting system.

 Great difficulty for employees to adapt to new

applications when they change service within the

company.

In general, it should return to the main benefits

and difficulties of ERP to determine whether the

context of implementation of ERP is favourable or

not.

The Impact of the Implementation of ERP Satisfaction of End Users in Major Moroccan Companies

189

2.3.1 Organizational Factors

In view of concentration transactions (mergers and

acquisitions) facing most industries and growth

marked at several international groups, many

companies are forced to include in their calendars

projects migration to ERP, and, just as the parent

company or other subsidiaries.

Moreover, partnership agreements and often

require their contractors to implement the same

management systems that their reference customers,

and to ensure the exchange of data, transparency and

reliability of information financial communicated to

the third party.

2.3.2 Technical Factors

The evolution of information systems to more

sharing, more integration and flexibility are key

factors behind the growing success of ERP to

companies. Today, as we will examine later, they do

not yet fully satisfactory answer to the expectations

of the latter.

Nevertheless, they represent the most promising

path towards a more comprehensive computer.

2.3.3 Prudential and Internal Control

Factors

Indeed, in accounting and financial reporting and

management, ERP also provides an audit trail and

traceability data, the ability to set up multiple

quantitative and qualitative controls to increase

assurance of the device internal control during the

course of the various transactions through the

"workflows" of validation and execution of manual

data processing, semi-automatic or automatic.

2.4 The Measurement Models of

Successful ERP System

Many models have been developed to evaluate the

systems and the success of technology (Davis,

1989b; DeLone and McLean, 2003 1992 Gable et

all., 2003; Ifinedo and Nahar, 2006; Sedera and

Gable, 2010; Shang Seddon, 2002). These models

have been validated empirically by numerous studies

in the information system. The results show that

many case studies are studied by applying the

DeLone & McLean model success using a modeling

approach structural equation (Dörr et all., 2013).

Figure 1: D&M IS Success Model (Delone&

McLean.1992).

2.5 Evaluation Approaches

Many researchers have tried to understand the

relationship between IT investments and

performance, focusing on five main approaches for

evaluating IT projects (Bellaaj, 2010). These

approaches are:

- Evaluation Approach economic theory

(Brynjolfsson): the main objective of this approach

is to understand the gap between IT investment and

productivity of the organization according to certain

economic criteria.

- Evaluation Approach Social Psychology

(Davis, 1989a, 1989b; Venkatesh et all., 2003):

beyond the economic approach, it incorporates the

human factor as a key factor in the process of IT

investment and impact assessment.

- Evaluation Approach Based on the analysis of

competition: this approach is developed by (Porter

and Millar, 1985) explains how technology affects

all business. The authors outline the information

technology needs to be understood more than just

computers, it must be broadly conceived to

encompass information that companies create and

use as well as a wide range of technologies more

increasingly convergent and linked this process the

information in their perception of IT they adopt the

concept of the value chain to explain the competitive

advantages of IT investments.

- Evaluation Method based on strategic

alignment: This approach is developed by

(Henderson and Venkatraman, 1993), it is widely

used by researchers in the information to understand

two key concepts system; the first is the adequacy of

the information technology goals and strategic

objectives of the organization; the second is the

functional integration (integration between business

and functional areas). This approach suggests that

the IT strategy must be consistent with the business

strategy to improve organizational performance.

- Evaluation Process Approach: a new

conception of assessment is success was brought by

this approach based on the theory developed by

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emerging process (Markus and Tanis, 2000). This

approach highlights the failure of the economic

model to assess the success, and proposes a new

vision of evaluation not only on the input evaluation

on the base, but also based on the use and impacts of

IT, by virtue of a valuable creative process.

In this section, we present two examples of

evaluation approaches that synthesize the different

perspectives of assessment mentioned above. First,

we will propose an AHP approach to assessing

performance measures ERP (Tsai et all., 2006).

Second, we will introduce the Balanced Scorecard

approach widely adopted by many researchers to

assess the benefits of the ERP system (Chand et all.,

2005).

2.6 The Theoretical Foundations

First, we present our conceptual model which is

based on both theoretical and empirical background.

This framework will be considered a success

evaluation model of ERP system that combine

causal processes and considerations for evaluating

the success of the ERP project in three performance

levels: The individual performance, the performance

of the task force and performance Organizational

(Ifinedo Nahar et al, 2011).

2.6.1 Mathematical Theory of Communication

The mathematical theory of communication (Mason,

1978; Weaver and Shannon, 1949) explains the

interaction of three factors: the information system,

information such as a product and the impact of

information on individual performance and

organizationall. This approach is used by (DeLone

and McLean, 1992) in their model of success for

developing sexual constructions considered the main

variable to evaluate the success of the information

system.

2.6.2 Innovation Diffusion Theory

Based on the theory of diffusion of innovation,

mainly paradigm variables determining the adoption

of innovation (Rogers, 1983), three main factors

emerged: Innovation /Technological factors,

environmental factors and factors Organization. In

this taxonomy, each of these factors can be

explained in the context of the ERP system. These

factors are extremely important in the adoption of

ERP phase and they must be integrated in the

process of successful ERP system (no success

without adopting one hand technologies).

2.6.3 Structuring Theory (AST Approach)

Structuration theory associated with institutional

theory Giddens social assessment has been widely

applied to understand and explain organizational

technology adoption (DeSanctis and Poole, 1994).

We focus solely on the AST proposed by DeSanctis

and Poole, 1994 to explain how technology brings

productivity, efficiency and satisfaction to both

individuals and organizations. This approach is

based on the school of technology was applied and

explained by DeSanctis and Poole, 1994 in their

approach to the theory Adaptive Structuring. The

ASP is considered a framework to study the

variation in the change of the organization and

illustrating the impact of advanced technology on

organizations. It has been tested on a GDSS (Group

Support System to the decision) to answer questions

about how technology affects people and

organizations that use it, and how it improves the

performance of the working group.

3 DEVELOPMENT OF A MODEL

Therefore, if a company wants to incorporate an

ERP system, even though its operations are not

integrated, it should not, alone, buy a software

package and associated computer equipment but it is

called, also, to acquire know-how and establish a

suitable organization of work.

Therefore, methods of effective use of ERP

systems require something other than a good

computer. Moreover, several companies say they

face serious difficulties in the implementation of an

ERP system without the technical aspects are

actually involved: this is due, in fact, to disregard

and neglect human and organizational factors.

Thus, and in support of some researchers the

factors considered can be classified keys to the

success of an engineering change under the under

the following dimensions: the involvement of

management Generally, user involvement,

communication management, training and the

implementation strategy that includes both

reengineering business processes (BPR) that the

same approach of implementation of these systems.

At the basis of this reasoning, it is assumed that

an ERP system is effective at the individual level

where its users are satisfied. This level of

satisfaction is determined by the quality system

implemented in the company, a good quality of the

information it provides, high value perceived by

The Impact of the Implementation of ERP Satisfaction of End Users in Major Moroccan Companies

191

users and good engineering changes necessary for its

implementation.

Thus, the various built the model proposed for

measuring user satisfaction of an ERP system,

detailed below, may be diagrammed as in Figure 2.

Figure 2: The conceptual model of measuring user

satisfaction of an ERP system.

4 DEVELOPMENT

HYPOTHESES

This dimension has been used extensively in the

literature as the dependent variable success SI.

DeLone & McLean (1992) fall within a number of

33 empirical studies published between 1981 and

1987 who enjoy success in terms of user satisfaction

(Bailey and Pearson, 1983).

In general, this satisfaction was defined by the

attitudes and perceptions. In specifically, this

satisfaction was defined as the result of the

evaluation that individuals are on continuum

"content - dissatisfied"; or the sum of feelings and

attitudes towards each of a variety of factors

affecting the situation.

4.1 Quality System ERP

This dimension is widely used in the literature (Doll

& Torkzadeh, 1988; Davis, 1989; DeLone &

McLean, 1992; McGill et all., 1999; etc.). It is a

powerful determinant of the effectiveness of IT as

well as user satisfaction. The quality of the system

relates to the quality of application itself (the

different system functionality, ease of use and

learning). In addition, it summarizes some issues

such as the lack of "bugs" in the system, the user-

friendly interface, etc.

Therefore, the hypothesis H1 states: "The better

the quality of the system (ERP) is good, more

satisfaction is high."

4.2 Quality of Information Provided by

the System ERP

The concept of quality of information has been widely

used as a key success factor in research in SI. In fact,

this construct has been measured primarily by Bailey

& Pearson (1983) and Doll & Torkzadeh (1988) as a

measure among other satisfaction. This dimension

usually includes attributes related to the quality of the

information provided by the ERP system, such as the

format of the information, clarity of information,

accuracy of information, availability of necessary

information in real time, the information content, etc.

Therefore, the second hypothesis H2 states: "The

better the quality of information provided by the

system (ERP) is good, more user satisfaction is high."

4.3 Perceived Utility

This construct is defined by Davis (1989) as the

degree to which a person believes that the use of a

particular system would increase the work

performance. This dimension has been considered as

a factor affecting the satisfaction of users that it

comprises, on the one hand, items related to the

perceived ease of use and, on the other hand, those

related to the perceived usefulness. Moreover, Davis

(1989) shows that the acceptance of a technology

depends on perceptions of users of this technology.

Indeed, the Technology Acceptance Model (MAT)

assumes two types of beliefs, perceived ease of use

and perceived usefulness, determine the intent of the

individual who influences the use of technology.

This allows, therefore, bringing forward the third

hypothesis H3 namely: "The greater the perceived

usefulness by users, the greater their satisfaction is high."

4.4 Quality Engineering Change

As shown above, this new dimension can be

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understood by the five under following detailed

dimensions.

4.4.1 Involvement

To drive change caused by the implementation of an

ERP system, it is essential that this project will

become the project of the entire company: from top

management to operational:

• The Involvement of Senior Management

Indeed, the leaders are not called, only to finance the

project but also to take an active role in managing

change. This role is mainly to guide the overall

operation, encourage local initiative, indicate very

clearly the kind of organization that wishes to establish,

define the corresponding steps of achievements, etc.

• The Involvement of Users

Added to the commitment of senior management

and middle management, the implementation of an

ERP system can be conducted only by the

involvement of the community of operational users

and a user project manager full time representing the

whole of this community.

However, it is important to note that the

involvement of users could not be, in itself, a

prerequisite for the proper conduct of change. The

latter requires, in addition, good communication

management.

4.4.2 Communication

Certainly, the quality of communication within work

groups plays an important role in employee attitudes

towards change. Where communication and

atmosphere were good, new technologies were

generally welcomed with enthusiasm, while in

groups where members felt compelled to comply

with the new rules, reactions were much less

favourable. In fact, communication is essential not

only to create an understanding and approval of the

establishment, but also to win the agreement of

users. This communication should begin early, be

consistent and continuous.

In addition to good communication during an

implementation project of an ERP system, it is

inevitable to provide training to users.

4.4.3 Training

Training is seen as an important factor to facilitate

change in the organization and introduction of new

technologies .This training aims mainly to prepare

staff and help them adapt to their new tasks in order

to be successful organizational change. It is not

intended; only use new systems but also the

understanding of new processes and their integration

into the system. Hence, training is an ongoing

process and updating a challenge.

4.4.4 The Implementation Strategy of an

ERP System

The implementation of an ERP system means a

continuous learning cycle in which the organizational

process supported by ERP systems is aligned

gradually with the company's goals. Lequeux (1999)

says: "Far from leading a purely IT project, the

adoption of ERP should be an opportunity to

reconsider the mechanisms and improve the flow

participating in the operation of the business, even to

consider a business process reengineering".

• The Business Process Reengineering

Moreover, the re-engineering of business processes

and implementation of ERP systems are inseparable.

They should be carried out simultaneously in order to

obtain the best fit between the technologies and

processes. This adjustment requires considering the

role of ERP systems such as infrastructure, which

now support the process and no longer functions and,

therefore, improve their organizational effectiveness.

• The ERP System Implementation

Approach

Akkermans and Helden (2001) have focused on ERP

systems implementation approach while trying to

show that the incremental approach, scalable, based

on continuous improvement is a key success factor in

the implementation of a project ERP. They add that

users of an ERP system are less satisfied if there was

a radical approach (Revolutionary) that this approach

results in a rigid management style based on a high

degree of control and command, Intensive use of

external experts, even non staff involvement and

therefore a loss of skills and know-how internally.

Thus, and from the previous development on

engineering changes, it was agreed to present the

hypothesis H4 on this new dimension, "the higher

the quality of engineering change is good, more user

satisfaction is better ".

This hypothesis derived secondary hypotheses

for sub dimensions of engineering change. They are

formulated as follows:

The Impact of the Implementation of ERP Satisfaction of End Users in Major Moroccan Companies

193

- H4a "More DG is involved in the project

implementation of an ERP system, more user

satisfaction has increased."

- H4b: "More user involvement, the greater their

satisfaction is high."

- H4c: "More communication is good, most users are

well satisfied."

- H4d: "More training is good; more user satisfaction

is very high."

- H4e "The incremental implementation approach

can increase user satisfaction more than the radical

approach."

5 RESEARCH METHODOLOGY

Once part of the research is defined and the variables

of the research are identified, it is important to

conduct data collection. For this, a questionnaire,

multi-scale, was built and tested with users

belonging to both different hierarchical levels as

various services, and finally administered face to

face in Moroccan companies.

Given that companies have adopted ERP

systems are not numerous, it was not possible to

focus on a specific industry. The selection of the

study population was guided by a single criterion,

namely: the existence of an ERP system that is

already operating at all levels (all modules are

already functional) or at least a good part of the

system east.

Data collection has collected a sample of 40

companies surveyed; representing an effective

response rate (60.45%). However, it should be noted

that the unit of this study is defined as the user of an

ERP system. Therefore, the respondent is either the

project leader or the leader or one of the senior or

middle managers, or one of the last entry clerks.

What mattered was the use of the ERP system.

6 RESULTS AND

INTERPRETATION

It is important to note that the measurement scales

were either adopted from previous work or created

for the need of this research.

6.1 Descriptive Analyzes of Research

Variables: Evaluation of Measures

After proposing measures to the various concepts

identified in the model and collected the data from

the selected population, it is appropriate now to

ensure the quality of these measures before making

adequate statistical treatment. To do this, we made

two types of tests for evaluating the measures

namely: tests

The dimensionality and reliability test (Cronbach's

alpha) (Evrard, Pras & Roux, 1997). Through these

purification tests, which are based on principal

component analysis ACP was determined for each

building its KMO MSA and each of its items.

So we tried to conclude whether built or not is

one dimensional and to specify the contribution of

each item to the formation of the factor. Finally, we

calculated, for each cleared factor, Cronbach's alpha.

6.2 Explanatory Analyzes of Research

Once the measures have been evaluated and the new

structures are identified, we proceeded to test

hypotheses. This part, devoted to the

operationalization of the model and test hypotheses,

has identified the following results.

Results thus obtained confirmed the work of

DeLone & McLean and those Seddon & Kiew.

These results have shown that this satisfaction is

explained:

- Primarily by the quality of the system, the

quality of information provided by this system and

the utility perceived by the users;

- Partially by the quality of engineering changes

needed to implement the ERP system. It is true that

the data analysis performed could provide only

partial verification of this dimension engineering

change because, firstly, user involvement,

communication and training partially affect that

satisfaction on the other hand, the other two sub-

dimensions i.e., the involvement of the DG and the

implementation strategy does not seem to affect the

satisfaction.

Notwithstanding, the results presented are

limited to the sample of enterprises and should be

interpreted with caution given the nature and sample

structure, but also methods of data collection used.

So it will be wise to take this model while

increasing the sample size to allow better analysis to

improve results. This should be possible since the

number of Tunisian companies that are in the

process of implementing ERP systems is increasing.

7 CONCLUSIONS

In conclusion, it should be noted that in our time, the

information system has become the cornerstone of

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consolidating the company's strategy .Thus, the IS

manager is asked to provide future solutions

enabling the company to be more competitive. It is

no longer to increase productivity but to provide the

general direction the technological know-how

through which the company will be able to adapt its

service to the needs of its customers while

controlling costs.

Through this article, it is important to note the

prominence that ERP systems are currently in

Moroccan companies. In fact, these integrated

management systems, which are increasingly

"backbone" of the SI of the company, need special

attention, including in their implementation and

evaluation.

Closer to the work of the "Management

Information Systems" relating to the determinants of

success of IF including the determinants of user

satisfaction, the results of this research show that the

dimensions outlined in previous studies (Quality

System, quality of information and usefulness)

remain well determinants of user satisfaction of an

ERP system.

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