Handbook of Management Scales/Change readiness
The paper defines and operationalizes eight Enterprise Resource Planning (ERP) competence constructs. A two-stage normative process of scale development is followed. First, a portfolio of eight generic constructs that are hypothesized to be associated with successful ERP adoption is identified. Each construct is then operationalized as a multi-item measurement scale by applying a manual item sorting technique iteratively to independent panels of expert judges until tentative reliability and validity is established. Second, the multi-item scales is further refined and validated using survey data from 79 North American manufacturing users of ERP systems. The following items are taken from the change readiness dimension of the ERP competence construct.
Change readiness refers to the managerial strategies used to overcome workforce resistance to the operational changes resulting from the implementation of the ERP system.
- Employees understand how they fit into the new ERP Entity.
- Employees have input into how their jobs will change with new ERP business processes.
- Management actively works to alleviate employee concerns about ERP.
- An ERP support group is available to answer concerns about ERP job changes.
- The roles of all employees under the ERP system have been clearly communicated.
- The change readiness of employees impacted by the ERP system is regularly assessed.
- Employees are not prepared for a series of ERP-related changes as the system evolves. (reverse coded)
- ERP-focused changes to the employee reward system have been communicated.