Company Overview

Accenture is one of the world’s leading professional services companies, with capabilities in
consulting, strategy, digital, technology and operations and one of the fortune global 500
companies in world. Accenture, with more than 319,500 people is serving clients more than
200 cities in 120 countries. Combining unparalleled experience, comprehensive capabilities
across all industries and business functions, and extensive research on the world’s most
successful companies, Accenture help organizations to maximize their performance and
achieve their vision. Accenture collaborates with clients to help them become high-
performance businesses and governments.
Accenture has embarked their business in Bangladesh by taking over GPIT by acquiring 51%
of its share. This strategic investment allowed Accenture to tap into a very robust pool of
skills and capabilities in the country. Currently, they are outsourcing technology and BPO-
Finance & Accounting

ACCENTURE HIERARCHY

Accenture has designed their hierarchy in level of 1-13.

 Level (1-5) – They are called Accenture leadership position; they do not disclose the
designation who are of those level.
 Level 06- Senior Manager
 Level 07- Manager
 Level 08- Associate Manager
 Level 09- Specialist/Team Lead
 Level 10-Senior Analyst
 Level 11- Analyst
 Level 12- Associate
 Level 13- New Associate
CORE VALUES OF ACCENTURE
Accenture’s core values shape the culture and define the character and define the character of
the company; these core values serve as a foundation in how Accenture act and make
decisions. Accenture people live the core values through individual behaviors

 Stewardship
Stewardship means building a better company for future generations, acting with an
owner mentality, developing their people and helping improve communities and the
global environment.

 Best people
Best people mean attracting, developing and retaining the best talent for their
business, challenging their people, demonstrating a can-do attitude and fostering a
collaborative environment.

 Client Value Creation

Client value creation means enabling clients to become high performance business
and creating long term relationships by being responsive and relevant and by
consistently delivering value.

 One Global Network

One global network means leveraging the power of global insight, relationships,
collaboration and learning to deliver exceptional service to clients wherever they do
business

 Respect for the Individual

Respect for the Individual means valuing diversity and unique contributions, fostering
a trusting, open and inclusive environment and treating each person in a manner that
reflects Accenture’s values.

 Integrity
Integrity means being ethically unyielding and honest and inspiring trust by saying
what Accenture mean, matching their behaviors to their words and taking
responsibility for their actions.
ACCENTURE BUSINESS INCLUDES

ACCENTURE STRATEGY:
Accenture strategy is where they shape their clients’ future, combining deep business insight
with the understanding of how technology will impact industry and business models.
Accenture operates at the intersection of business and technology, bringing together their
capabilities in business, technology, operations and function strategy to help their clients
envision and execute industry-specific strategies that support enterprise-wide transformation.

ACCENTURE CONSULTING:
Accenture consulting comprises the people who work in five operating groups:
Communications, Media & Technology, Financial Services, Health & Public Service,
Products and Resources. They are industry experts with the insights and capabilities to help
transform the world’s leading companies. Accenture Consulting orchestrates and brings
together the best of Accenture from across the organization, and has primary responsibility
for building and sustaining long-term client relationships.

ACCENTURE DIGITAL:
It combines their capabilities in digital marketing, analytics and mobility to help clients
unleash the power of digital to transform their businesses. They help clients use digital
technologies to deliver more meaningful and relevant customer experiences across all
channels and customer segments, as well as to create new products and business models and
to optimize the efficiency and effectiveness of their internal operations.

ACCENTURE TECHNOLOGY:
This harnesses the power of technology to drive innovation, deliver cutting-edge solutions
and increase productivity. It comprises two primary areas: Technology Delivery, which
includes global delivery capabilities as well as application services—spanning systems
integration and application outsourcing—and our portfolio of software solutions; and
Technology Innovation & Ecosystem, which includes the R&D activities in our Technology
Labs and the management of our alliance relationships across the ecosystem.

ACCENTURE OPERATIONS:
This provides business process outsourcing, infrastructure consulting, infrastructure
outsourcing, securities and cloud services, including the Accenture Cloud Platform.
Accenture transform, build and operate IT infrastructure and business processes on behalf of
clients to help improve their productivity and performance.
THINGS THAT DIFFERENTIATES ACCENTURE FROM OTHERS

Accenture is uniquely differentiated in the marketplace through their

 Trusted client relationships
 Industry differentiation
 Global footprint
 Technology leadership
 Operational excellence

TRUSTED CLIENT RELATIONSHIPS:

Accenture operates at the heart of their clients’ businesses, helping address their most
complex, mission-critical issues. Accenture serve more than three-quarters of the Fortune
Global 500 and 89 of the Fortune Global 100. We are proud that 95 of our top 100 clients
have been clients for at least 10 years.

INDUSTRY DIFFERENTIATION:
Accenture is known for the depth of our knowledge across more than 40 industries, and more
than half of Accenture people have certified industry skills or are aligned with a specific
industry. Accenture provides flexible and scalable end-to-end business services that address
the business and performance issues unique to a given industry—or for specific enterprise
functions across industries.

Global footprint:
Accenture has a broad global footprint aligned around three geographic regions—North
America, Europe and Growth Markets—and serve clients in more than 120 countries.
Accenture is both extremely global, serving their clients consistently anywhere they operate,
and extremely local, bringing local execution and market relevance.

TECHNOLOGY LEADERSHIP:
As the largest independent technology services provider, Accenture has a privileged position
in the ecosystem and are the #1 partner of many key players, including SAP, Oracle,
Microsoft, HP and Salesforce.com. The scale and scope of Accenture’s Global Delivery
Network are unmatched, with 237,000 people working from more than 50 delivery centers
and at client sites around the world.
OPERATIONAL EXCELLENCE:
Accenture run Accenture itself as a high-performance business. Accenture manage its
operations with rigor and discipline to increase our efficiency and enhance our
competitiveness, so that they can continue to achieve our ultimate goal of delivering
sustainable, profitable growth over the long term.
ACCENTURE BANGLADESH & THEIR BUSINESS

ACCENTURE BANGLADESH’S BUSINESSES AND CLIENTS

Accenture provides a huge range of BPO services to enable high performance. These includes
function specific services such as procurement, supply chain, learning, HR, finance and
accounting, as well as services geared to needs of specific industry such as utilities, insurance
and healthcare. Accenture has more than 20 years of experience in infrastructure outsourcing.
Infrastructure outsourcing provides ongoing management of companies IT infrastructure
capabilities or functions. They provide either discrete skills or fully managed service in which
they take complete responsibility to manage end-to-end function of one or more of their
infrastructure outsourcing services
Accenture Bangladesh is currently outsourcing BPO- Finance & Accounting and
Infrastructure. Accenture Bangladesh’s main client is Telenor. They started their outsourcing
services in 2013 and their first client was GP Telenor and gradually they expand the client
network and providing services to other Telenor around the world
 BPO-Finance & Accounting Outsourcing
BPO services that Accenture provide are
1. P2P (procure to pay)
2. R2R (Record to Report)
3. O2C (Order to Cash)
In order to provide these services Accenture Bangladesh have two projects.
1. Winter
2. Chicago
 GP WEB
WINTER SERVIA AND MONTENEGRO

CHICAG SWEDEN, DENMARK, NORWAY

O

Projects & Clients

Under these projects Accenture Bangladesh run their BPO outsourcing and from 2013 they
started their BPO outsourcing activity in Bangladesh.

INFRASTRUCTURE OUTSOURCING
Accenture Bangladesh run the infrastructure outsourcing activities under the project called
“Project Nucleus”. Previously this project was named as TITA. Under this project there are 4
business units.
 Project Nucleus

GP

TP

DiGi

DTEK

Business Units and Clients

Accenture support their (four business units) activities from Accenture Bangladesh Delivery
Centre (ABDC). In order to support to support these activities there are 9 towers.

• Monitoring • Network Securities

• Storage • Server (windows & virtualization)

• Backup • Linux

• Network • Unix

• Database Administrator
Internship Outcome
Working Experience at Accenture:

During the three months of my internship at Accenture. I was placed in BPO sector GP
Order to Cash (O2C). I heavily enjoyed the working environment of this office. The work
experience gave me a good idea of the overall working system and taught me the
professionalism at work place. Employees of the office are very co-operative and helpful.

Job as an Intern:

During the internship period at Accenture. I was placed in Order to Cash, Procurement to
pay and Reporting for rest of my internship. I was done my work in one particular sector also
help the client to payment from Bank and also take some training for set the desire variables
to assess professional life and Accenture core values. So it was a great experience for me to
work.

Cross-Checking with different department:

I always prepared to do work in any place Organization. I only had done my work in one
department. But sometimes I work in different sector like Facilities department, Controlling
and Bank Reconciliation team.

Competencies and Skills acquired:

During my internship I learned lot of things and it is very helpful for me. Some of this is:

 Service analysis.
 Reconciliation.
 Data collection and entry.
 Reporting and analysis, etc.

Problems faced during internship:

Working in Accenture is too much tough as they don’t disclose their financial activities and
funding information. Thus it’s too much difficult for me to properly understand their
activities.

Suggestions for Overcoming Problems:

To overcoming this problem, I think we should go to them when they passed free time.
Convince them proper way so that they give proper information and feedback.

Literature Review
Critical success factors for ERP projects have been studied from a number of different
perspectives (22). Sarker and Lee (27) emphasized social enablers such as strong combined
leadership, open and honest communication, and a balanced and empowered implementation
team as necessary antecedents to a successful implementation. Holland et al. (13) focused on
strategic factors that span the whole project and tactical factors that can be applied to
particular parts of the project. Issues of IT strategy, innovation and creativity as applied to
ERP implementation have also been studied (32). Other studies (14, 23) examined problems
arising from a lack of fit between the organization and the ERP system. More specifically,
Sieber et al. (33) discussed the fit-gap analysis that is critical to ERP implementation, and
Soh et al. (34) investigated problems with misalignments in ERP implementation. Umble et
al. (37) emphasized the selection of the software in their discussion of critical success factors.
Akkermans and van Helden (1) focused on how an ERP implementation affects IT
throughout the organization and how the attitude of the project's stakeholders affects the
success of the project. Shanks (29) used the project phase model to study the differences
between two implementations in the same organization. One project failed and the other
succeeded. The differences in the successful and unsuccessful projects were determined to be
critical success factors. Others have used particular development tools or methodologies to
increase the chances of success in ERP implementation (31, 35). Nah et (24) Studied Chief
Information Officers' perspectives of the critical success factors for ERP implementation and
found the most important factors to be top management support, project champion, ERP
teamwork and composition, project management, and change management program and
culture. Loh and Koh (17) focused on the critical success factors for ERP implementations in
small and medium sized enterprises and found that the discovery and management of critical
elements and their respective constituents at each phase of the ERP implementation project
leads to a successful implementation. We reviewed the literature on critical success factors in
ERP implementation and upgrade to identify a comprehensive list of factors and then
organized them into seven main categories - (I) Business Plan and Vision, (2) Change
Management, (3) Communication, (4) ERP Team Composition, Skills and Compensation, (5)
Project Management, (6) Top Management Support and Championship, and (7) System
Analysis, Selection and Technical Implementation.

Evaluation of Employee Productivity

Successful ERP implementation has been influenced by ERP implementation approach and
the Organization Maturity Level (Dantes & Hasibuan, 2010). Technology is only one aspect
in ERP implementation other than people and process that have to be considered. ERP system
will have high possibility of success when the organization does the minimum change on
organization’s business process and software (O’Leary, 2000). However, this approach will
make ERP system as a supporting operational on organization rather than creating a
competitive advantage. Many companies were not successful when implementing ERP
system. It was not caused by implementation approach but because the organizational culture
was not ready to adopt this system. However, we have to know that business process and
organizational culture are two different things. We can use the business process to drive a
good organizational culture. Therefore, it is too difficult to conclude that unsuccessful ERP
implementation is caused by culture difference between ERP’s business process and
organization’s business process. Other than process and culture, people (employee) have a
significant influence on the success of ERP implementation. Employee has to involve on ERP
implementation process and also accept the changes that occur. Various factors may
influence the ERP implementation success, such as: organization maturity level,
implementation approach, organizational culture, organization’s business process, top
management commitment and other external factors. A number of studies have been
conducted to find the key factors of ERP implementation success (Tsai et.al., 2005; Nah
et.al., 2001; Somers and Nelson, 2004; Gargeya and Brady, 2005; Ehie and Madsen, 2005,
Bhatti, 2005; Chung et.al., 2008) while some other studies had also tried to evaluate it
(Motwani et.al. 2005; Brown and Vessey, 1999; Dantes, 2006; Carton and Adam, 2003;
Barki et.al., 2005;Gunson and de Blasis, 2002).

ERP Implementation, Competitive Advantage & Service Quality

Changes in technology are important if they can give benefit to the competitive advantage or
the industrial structure of the company. Many but not every change in technology will benefit
the company. Many changes in technology may worsen the company’s competitive position.
Even high technology cannot ensure that it will help company to raise its profit. ERP is a high
technology which will not give optimum benefit if the approach is not suitable. ERP will give
benefit to the company if maximum process change is conducted along its implementation.
This process will be followed by maximum software change to make adjustment with the
process change. An optimum process and software change in an implementation is very risky
for a company. But if the company is successful in the implementation, it will be the prime
mover in technology and it will give positive impact to the competitive position. It would be
ridiculous to say that ERP cannot give competitive advantage to the company. However
competitive advantage of a company is affected more by the company’s business strategy
rather than the technology it adopts. How relevant a company’s strategy to the technology it
adopts will determine the competitive value of the company. But, most companies implement
only the standard modules in their ERP implementation. Standard modules among others are:
MM (Material Management), PP (Production Planning), SD (Sales & Distribution), FICO
(Finance & Controlling), and HR (Human Resources) hardly create competitive advantage.
These modules only support the company’s operational in order to elevate the productivity
and lower the operational cost (figure 1). ERP is a generic system. It can be applied by a
certain company as well as its competitors. Almost none of the companies implementing ERP
in Indonesia implements specific modules which will give competitive advantage. For
Service quality ERP follows the documentation which indicate the certain perimeter for good
service quality. The document is internal like SIPOC, High low process map, Cross skill
matrix, Quality frame work.
 Input Output
1a .Invoice in Atlas with headerline and scanned image
through readsoft
1. Invoices Processed within SLA
1b. Copies of mail with template and scanned image.
2. System application
3. FTEs. 4. BU Contact list for queries
Suppliers Process Client

1. P2P_Read soft
invoice/Manual invoice
team of BU (Serbia & MNE) 1. Invoice validation.
and 2. Invoice processing and
Invoice payment team
2. Property Manager team accounting
(Accenture BPO-CM)
of BU Serbia & MNE

Input Requirements Output Requirements

1a. Complete and legible scanned image.
1. All third party invoices and credit notes to be
1b. Auto populated valid and accurate header level
processed in Atlas with 3 working days of receipt.
invoice information through Readsoft.
2. All the invoices to be processed within an
2. Fully Trained FTEs on Atlas & Esd tool.
accuracy level of 98%
3. Available System & required access.
3. Closure of ESD ticket within the define timeline in
4.Correct and timely information to be provided by BU
ESD.
5. Update list of point of contacts

SIPOC
(S=Supply, I= Input, P= Process, O= Output, C= Client)

Introduction
Today's business operates in a rival and competitive environment. The exponential growth
and advancement in IT (information technology) is a significant factor that influence today's
business environment. This of course, has made a rival competition among organizations.
Therefore, if organizations wish to remain successful and to be competitive, managers need
to employ technologies for the benefit of their organizations. This in turn helps organizations
improve information flow, reduce costs and streamline business, offer product variety,
establish linkage with suppliers and reduce response time to customer needs and expectations
(Yoo, Vonderembse & Ragu-Nathan, 2011; Alavi & Leidner, 2001). Organizations may be
composed of different dispersed units that require integration. Therefore, managers can focus
on ICT (information and communication technologies) to integrate information and
communication across units of an organization. Currently, a popular approach to the
development of an integrated enterprise-wide system is the implementation of an enterprise
resource planning (ERP) system (Beheshti, 2006). Many challenges are facing organizations;
These challenges (such as ease in international trade barriers, economic liberalization,
globalization and privatization) have made a heavy burden on organizations specifically in
developing countries (which is the case of Jordan) to survive in such environment. This of
course has increased the pressure on these organizations to come up with effective and
competitive capabilities to survive and succeed. Enterprise resource planning (ERP) is often
considered as one of the solutions for organizations to survive (Rao, 2000). ERP systems can
successfully integrate the processes of each department, decrease costs, improve
effectiveness, increase clients' level of satisfaction and immediately share information with
the whole enterprise (Davenport et al, 1998).
However, a significant aspect for developing an ERP system is to evaluate and measure its
performance. This can be achieved by constructing a process for determining the
relationships between the objectives of the ERP implementation project and the ERP
performance indicators for measuring its performance (Mashari et al., 2003). Evaluating the
impact of ERP implementation helps in analyzing the contribution of ERP systems to
organizations. Many Jordanian organizations (who implemented ERP systems) do not realize
whether the use and deployment of an ERP system enhances their employees' productivity,
service quality and innovation.
As mentioned by (McNurlin & Sprague, 2006) that the mission of the information systems in
organizations nowadays has expanded to improve the performance of its employees through
the use of IT. Furthermore, Molla and Bhalla (2006) mentioned that despite the expansion of
ERP implementation in developing countries, yet there are failures and difficulties facing the
implementation of ERP systems. Based on this context, this research provides an excellent
opportunity for researchers and practitioners to understand and resolve some of the important
issues associated with the use and implementation of ERP systems specifically in Jordanian
organizations and generally in organizations in developing countries who are experiencing
similar context and situations. Based on the above, this study investigated the level of ERP
implementation and its effect on employees' productivity, service quality and innovation in
Jordanian telecommunication organizations.

Problem Statement
Since the introduction of ERP and BPO industry system in Bangladesh, there is always a
debate about the satisfaction level of the achieving the desire performance. Though
implication on ERP system opened up a new dynamic dimension in front of the client, it is
still not fully accepted to the client and also all other financial company. The problem is not
only prevailing in client, many company is having problem in adopting the new accounting
system and still following the traditional paper base system or tally system which is slow and
error-prone. This may be due to lack of investment, Knowledge, client attitude and perceived
risk towards the service.

Purpose of the Study

The main objective of the report is to identify the effectiveness of ERP system in Accounting
and Financial perception in Accenture in terms of expectations and perceptions on the
following factors:

 To have a clear idea about The Financial Condition of Accenture.

 ERP system product performance.

 Post-implementation impact of ERP usage on them in terms problem solving support,

job discretion, management visibility and cross-functionality, authority and decision
rights, and overall impact on organization.

 To Analyze and Evaluate the Impact of ERP Systems of Accenture in Work and
Work-Life.

 To Implement Academic Knowledge in the Real Corporate World.

 To Describe Functions and Structure of the Finance Department.

 To find out what extent of the installation of the ERP reduced operational process
inconveniencies and has led to improvement in performance of various departments
using the ERP setup.

 To Understand the Internal and External Environment of the Company.

 To Provide Recommendation and insight for situations of system and how to counter
such problems.

Conceptual Framework

Employee
Productivity
 Figure: Conceptual Framework (Dependent and Independent Variable)

Hypotheses
Hypotheses that can be derived from the conceptual model of Effective ERP System are as
follows:

1) H1: There is a positive level of Effective ERP System in terms of the Employee
Productivity.
H0: There is a negative level of Effective ERP System in terms of the Employee
Productivity.

2) H1: There is a level of Effective ERP System in terms of the Service Quality.
H0: There is no level of Effective ERP System in terms of the Service Quality.

3) H1: The Effective ERP System on the Client Satisfaction.

H0: The Effective ERP System in terms of the Compensation system. Doesn’t effect
on the Client Satisfaction.

4) H1: There is a positive level of Effective ERP System in terms of the Employee
Innovation.
H0: There is a negative level of Effective ERP in terms of the Employee Innovation.

Methodology
The Research Design: The type of study that will be carried out to test the hypothesis and to
answer the research questions will be a causal study. This type of study will show a cause and
effect relationship of the independent and dependent variables. As shown in the diagram of
the conceptual framework of the research there are four independent variables and one
dependent variable. So a change in the independent variables (Employee Productivity,
Service Quality, Client Satisfaction, and Employee Innovation) will change the dependent
variable (Effective ERP System). So to investigate the research questions and test the
hypothesis a causal study is required. The study will be a causal explanatory research because
it explains the relationships among the independent and dependent variables and how a
change in the independent variable changes the dependent variable. This section gives details
of the research design that was adopted, survey population, sampling procedure, data
collection procedures, measurement of variable validity and reliability of data and final data
analysis techniques that were adopted.

Research Design
The research was identifying as both descriptive and analytical since it described and
analyzed the relationship between the study variables. A cross-sectional survey was used
which means that data collected from various segments of population at a single point in time
however, data was collected in form of questionnaires. The research showed in the diagram of
the conceptual framework that it for independent variables and one dependent variable. So a
change in the independent variables (Employee Productivity, Service Quality, Client
Satisfaction, and Employee Innovation) will change the dependent variable (Effective ERP
System).That is why a correlational design was adopted in order to find out the appropriate
answer to the research questions and to test the hypothesis.

Research Approach

As per requirement of the proposed study, quantitative research approach is found

appropriate since this approach is based on the development testable hypothesis and theory
which can be generalized across setting. The approach allows generalization of conclusion
and flexibility in the treatment of data, in terms of comparative analysis, statistical analyses
and repeatability of data collection in order to verify reliability.

Data Collection
Data have been collected from both primary and secondary sources.

A) Primary Data

To gather data, the researcher used questionnaires. The questionnaire survey was the most
effective method for this study to collect the data following reasons –

 Respondent’s secrecy could be maintained.

 The researcher conducts survey on 25 respondents. It was not possible to conduct
personal interview because of time limitation. Therefore a questionnaire survey was
the most appropriate one for the current study.
 The data gathered through questionnaire was easy to put in quantitative analysis.

B) Secondary Data
Organization’s website had been the sources of getting information on the services offered by
Accenture. Apart from them, for literature review different scholar’s journal, books and
internet had rigorously been used.

Sample Size
The sample size will be twenty five (25users). The reason for selecting such a small sample
because it’s only base on Accenture.

Data Collection Instrument

A structured Questionnaire is used in this research to collect the data.

Questionnaire Design
The design of the questionnaire is prepared with close-ended questions. These questions were
rated on a five point scale (from a continuum of Strongly Agree, Agree, Neutral, and
Disagree to Strongly Disagree). (The values are 1=Strongly Disagree, 2= Disagree, 3=
Neither agree nor disagree, 4= Agree, 5= Strongly Agree.)
Limitations of the Study
 
 Secrecy or confidentiality is a crucial matter in banking sector. As an intern it was not
possible to reach those secret topics.
 Not able to collect information from the entire Employee.
 It was difficult to find out the gap between rules and regulations and real life practice.
So, I went under a huge stress to find out those matters.
 The employees are too busy to provide me much time for interview.
 The sample size does not represent the total employee of Accenture.

Pilot Test of Questionnaire

Pilot test involved administering the questionnaire to a small sample of responded to
determine if the question where understandable if the serve procedures word (crask,et
al,1995).
To test the validity of the survey instrument a pilot study was conducted. The questionnaire
was pilot tested before it was finalize. The test subject was encouraged to express her own
opinion of the questionnaire. In this way the questionnaire was pilot tested by employee from
their own point of view. Here the pilot test conducts by 10 despondences because of time
limitation

Data Analysis
The Data Analysis will be done using for an in-depth investigation of the data. Step-wise
regressions are used to test hypothesis and to find out individually which independent
variable contributes to the dependent variable. MS Excel is also used to carry out calculations
in some cases. Data From the field was complied, Sorted, and coded to have the required
quality, accuracy and completeness. While editing the data, it was found that some question
in the questionnaire were incomplete and respective. Those questions were discarded to avoid
complexity. Moreover it also appeared that some questions were misunderstood by the
respondents and hence was rated incorrectly. In the whole questionnaire was discarded and
replaced by taking another one. However, answers were also checked for inconsistencies. A
computerized statistical analysis of the data was necessary to describe and interpret the data
that was obtained from the questionnaires. For the current study, a conversion was made
through a computer package called statically package for social science (SPSS) software
version 16 which offered a greater feasibility in data analysis and visualization. The analysis
begins with a description of the demographic profile of the respondents, which will give the
reader and insight into demographic trends of Accenture Human Resource Management
practice. The user-related demographic characteristics were present in tabular form the data
was analyzed by examining the frequency with which certain responses occurred. The results
were display by means of pie charts or bar charts to make the frequencies easier to read. The
Second part of the research was involved both descriptive and inferential statistics. At first
the mean and standard deviation were calculated of each variables. Afterwards, a correlation
analysis was carried out to establish the strength of the relationship between the measured
variables. The scale model suggested by David (1971) was used to describe the relationship
between the variables are follows:

a) 0.70 And above- Very strong relationship.

b) 0.50 to 0.69 – Strong relationships.
c) 0.30 to 0.49 – Moderate relationships.
d) 0.10 to 0.29 – Low relationships.
e) 0.01 to 0.09 – very low relationship.

Furthermore, a linear regression analysis was also carried out to determine the extent to
which independent variables influence the dependent variable.

Result and Interpretation

 Gender
Demographic Factors
The user related demographic factors Female
include gender and age. 40%

Male
Gender 60%

FRECQUENCIES OF GENDER

Statistics
Gender
N Valid 25
Missing 0

Gender
Valid Cumulative
Frequency Percent Percent Percent
Valid Male 15 60.0 60.0 60.0
Female 10 40.0 40.0 100.0
Total 25 100.0 100.0

As reflected in figure 60% of the respondents Male and 40% are Female. This is somewhat
representing the real scenario as women are still behind in many aspect in our country.

FREQUENCIES OF AGE
 Statistics Age
Age
16

N 14 Valid 25
14
12
Missing 0

10

8
Age
6
6 Cumulative
4 Frequency
5 Percent Valid Percent Percent
Valid 25 2 8.0 8.0 8.0
2
26 3 12.0 12.0 20.0
0
25-35 35-45 45-55
27 3 12.0 12.0 32.0
28 1 4.0 4.0 36.0
29 2 8.0 8.0 44.0
32 1 4.0 4.0 48.0
33 3 12.0 12.0 60.0
35 1 4.0 4.0 64.0
36 1 4.0 4.0 68.0
38 2 8.0 8.0 76.0
39 1 4.0 4.0 80.0
42 1 4.0 4.0 84.0
43 1 4.0 4.0 88.0
45 1 4.0 4.0 92.0
51 2 8.0 8.0 100.0
Total 25 100.0 100.0

Here in this figure the highest employee between 25-35 ages. Between 45-55 the number of
employee is low. This indicate a large number people are moving towards for Bank job but
lest of the aged employee can get opportunity in Bank job.
Reliability Analysis
Internal consistency is a commonly used psychometric measure for assessing survey
instrument and scale. Internal consistency is measured by calculating statistics known as
Cronbach co-efficient alpha Litwin, 1995) Reliability is concerned with estimates of the
degree which is free of random error. Cronbach’s Alpha value test was used to test for
reliability. Cronbach Alpha value of .7 is generally accepted as representing good reliability.

Case Processing Summary

N %
Cases Valid 25 100.0
Excluded 0 .0
Total 25 100.0
a. List wise deletion based on all
Variables in the procedure.

The Result in the table below show the reliability values of the variables that the researcher
set out to study:

Determinates Number of Cronbach’s

items Alpha
Employee 10 0.710
Productivity
Service Quality 8 0.731
Client Satisfaction 6 0.723
Employee 6 0.897
Innovation

Table- Reliability Analysis (Cronbach’s Alpha Value)

The reliability result in the table showed that the instrument was reliable since the Cronbach’s
Alpha values were above 0.7 in every case.

Correlation Analysis
A Pearson correlation analysis was conducted on all variables to explore the relationship
between the variables. The analysis of vicariate correlation was subject to two tailed tests at
two different levels of significance .01% and .05%.

Correlations
Client
Employee Service Satisfaction Employee
Productivity Quality Innovation
Employee Pearson
1 .103 .099 .056
Productivity Correlation
Sig. (2-tailed) .625 .637 .792
N 25 25 25 25
Service Pearson
.103 1 .382 .158
Quality Correlation
Sig. (2-tailed) .625 .059 .451
N 25 25 25 25
Client Pearson
.099 .382 1 .016
Satisfaction Correlation
Sig. (2-tailed) .637 .059 .938
N 25 25 25 25
Employee Pearson
.056 .158 .016 1
Innovation Correlation
Sig. (2-tailed) .792 .451 .938
N 25 25 25 25

Regression Model
The regression model was used to determine the degree to which Employee Productivity,
Service Quality, Client Satisfaction and Employee Innovation. The model shows the
extent to which independent variables influence the dependent variable. At first regression
analysis was conducted to find out the extent to which each single independent variable
influence the dependent variable. Afterwards multiple regression analysis was also
undertaken to find out the overall influence of these variables on the dependent variable. This
was done since there was more than one predictor variable impacting on the dependent
variable.

Regression Analysis of Employee Productivity

In this table Depict that in Accenture, Employee Productivity was found to be strongly
related to the customer adaptation since the coefficient of determination is 0.495 or 49.5%
which is quite significant. Here B refers to the slope of regression line i.e. how steep the line
is. The intercept is where the regression line strikes the Y axis when the independent variable
has a value of O. However, in this table the intercept is 1.671 (Constant), Putting all these
together, the regression equation would take the form:

Y=0.589X+1.671, Where Y= Effective ERP System and X= Employee Productivity.

Employee Productivity

Coefficients

Unstandardized Standardized
Coefficients coefficients
Model t Sig
Std. R
B Beta
Error Square
1.(Constant 1.671 .250 6.267 .000
EMPL_PRO .589 .065 .703 9.066 .000 0.595

Regression Analysis of Service Quality

In this depicts that in ACCENTURE, Service Quality was found to be somewhat strongly
related to the customer adaptation since the coefficient of determination is 0.351 or 35.1%
which is quite acceptable. Here, B refers to the slope of the regression line i.e. how steep the
line is. The intercept is where the regression line strikes the Y axis when the independent
variable has a value of O. However, in this table the intercept is 1.351 (Constant). Putting all
these together the regression equation would take the form: Y=0.580X+1.351, where Y=
Effective ERP System and X= Service Quality.

Service Quality
Coefficients

Unstandardized Standardized
Coefficients coefficients
Model t Sig.
Std. R
B Beta
Error Square
1.(Constant 1.351 .455 3.447 .001
 SERVC_QUAL .580 .095 .462 6.739 .000 0.351

Regression Analysis of Client Satisfaction

In this table Depict that in ACCENTURE, Client Satisfaction was found to be strongly
related to the employee performance effect0.480 or 48.0% which is quite significant.

Client Satisfaction
Coefficients

Unstandardized Standardized
Coefficients coefficients
Model t Sig.
Std. R
B Beta
Error Square
1.(Constant 5.00 .159 31.447 .000
CLIT_SETI .580 .070 .793 6.739 .000 0.480

Regression Analysis of Employee Innovation

In this table Depict that in ACCENTURE, Employee Innovation was found to be strongly
related to the employee performance effect 615 or 61.5.0% which is quite significant.
 Employee Innovation
Coefficients

Unstandardized Standardized
Coefficients coefficients
Model t Sig.
Std. R
B Beta
Error Square
1.(Constant 1.414 .243 4.172 .000
EMPL_COMP .771 ..067 .784 11.573 .000 0.615

Findings and Discussion

The study found that “ERP system product performance” significantly predicts Employee
Productivity, Service Quality, Client Satisfaction, Employee Innovation With regard to the
impact of ERP system on problem solving support, a key feature of an ERP system is the
integrated central database, which collects data from, and feeds data into modular
applications supporting virtually all of an organization’s business activities across functions,
across business units and across the world. When new information is entered in one place,
related information is then automatically updated. Hence, the ERP system provides integrated
real time decision information. Because the ERP system ensures that all levels of planning
are based on the same data and that the resulting plans realistically reflect the prevailing
operating conditions of the firm, the findings revealed a significant link between “ERP
product performance” and “problem solving support”.
With regard to the impact of ERP system on “job discretion, management visibility, and
cross-functionality”, the findings of our study support that revealed ERP product performance
increases job discretion and procedural formality and management visibility.
With regard to the impact of ERP system on “authority and decision rights”, found that ERP
systems influence authority and decision rights from our study do not support this link
significantly.
With regard to the impact of ERP system on the organization as a whole, it was found that
ERP system product performance has a significant positive effect on the organization. This
finding supports that revealed IS eventually has some impact on the organization.

Implications
With regard to the contribution of the study for the practice, the specific literature on ERP
suggests that changes subsequent to the ERP implementation are not quite clear.
1. Therefore, first, the findings of this study would contribute for practitioners to better
understand the managerial-level end-users’ perceptions towards ERP system product
performance and the consequences of ERP usage for them in terms of problem solving
support, job discretion, management visibility and cross-functionality, authority and decision
rights, and overall impact on organization. This becomes important as more and more
organizations implement ERP systems and empirical research addressing these human
dimensions in this area is presently lacking.
2. Second, specifically, the significant positive relationship between ERP system product
performance and job discretion, management visibility, and cross-functionality implies that
the ERP system allows management to assign work directly to subordinates and to follow-up
the progress; to rely a great deal on subordinates to ensure proper operation and processing
when they use the system; to become aware of how individual actions and outcomes affect
the entire organization; and to create and reinforce a sense of community across all units of
the organization.
3. Third, the non-significant relationship between ERP system product performance and
authority and decision rights implies that individuals do not perceive that their authority in
decision making is reduced by the ERP system, they do not perceive that power resides not in
people but in the system, and they do not perceive that their ability to own and control
resources (including information) is challenged by the ERP system. These implications
(second and third mentioned above) may provide new insights for practitioners (and
academics) as past empirical research seldom addressed ERP’s post-implementation impact
on both “job discretion, management visibility and cross-functionality” and “authority and
decision rights” from system end-users’ perspective, especially, from managerial-level end-
users’ perspective.
4. Fourth, the findings imply that the impact of ERP on work and work-life of organizations
is a multidimensional construct (problem solving support, job discretion, management
visibility and cross-functionality, authority and decision rights, and impact on organization).
The four factors are interwoven, and one must not focus exclusively on any single factor in
assessing the influence of ERP.
Finally, academics and practitioners can employ “problem solving support”, “job discretion,
management visibility and cross-functionality”, “authority and decision rights”, and “impact
on organization” as measures to study the impact of ERP on work and work-life in
organizations. This will enhance the understanding of the extent of ERP system product
performance and how it influences the dimensionality of work and work-life in organizations.
Once this understanding is gained, necessary actions could be taken not only to improve ERP
system product performance, but also to improve positive effects or to reduce any negative
effects of ERP on work and work-life in organizations. Therefore, the measures proposed in
this study could be used to serve as a diagnostic tool to assess and analyses issues in
connection to the usage of ERP systems and could take necessary corrective actions to
improve them.

Conclusion
ERP systems represent the latest and most ambitious application of administrative and
computer-based technologies in IS and the implementation of an ERP system leads to
organizational transformation. However, a few empirical studies have investigated the post-
implementation impact of ERP on work and work-life in organizations. The current study
investigated the post-implementation impact of ERP from managerial-level end-users’
perspective. The main intention of the study was to investigate the ways in which ERP
system product performance impacts on work and work-life in organizations.

References

Amoako-Gyampah, K. (2007), “Perceived usefulness, user involvement and behavioral

intention: an empirical study of ERP implementation”, Computers in Human Behaviour, Vol. 23
No. 3, pp. 1232-48.
Ang, J.S.K., Sum, C.C. and Yeo, L.N. (2002), “A multiple-case design methodology for
studying
MRP success and CSFs”, Information & Management, Vol. 39, pp. 271-81.

Anthony, R.N. (1965), Planning and Control Systems: A

Framework for Analysis, Harvard Business School Press, Boston, MA.

Arnold, V. (2006), “Behavioral research opportunities: understanding the impact of

enterprise systems”, International Journal of Accounting Information Systems, Vol. 7, pp. 7-17.

Astley, W.G. and Sachdeva, P.S. (1984), “Structural sources of intra-organizational power:

a theoretical synthesis”, Academy of Management Review, Vol. 9, pp. 104-13.

Barki, H. (1990), “Determinants of user satisfaction judgments in IS”, Proceedings of the

23rd Hawaii International Conference on System Sciences, Association for Information Systems,
Chicago, IL, pp. 408-17.

www.wikipedia.org

Scapens, R.W. and Jazayeri, M. (2003), “ERP systems and management accounting change:
opportunities or impacts? A research note”, European Accounting Review, Vol. 12, pp. 201-33.

Sengupta, K. and Zviran, M. (1997), “Measuring user satisfaction in an outsourcing

environment”, IEEE Transactions on Engineering Management, Vol. 44, pp. 414-21.

Sewell, G. (1998), “The discipline of teams: the control of team-based industrial work
through electronic and peer surveillance”, Administrative Science Quarterly, Vol. 43, pp. 397-
428.

Shang, S. and Seddon, P.B. (2002), “Assessing and managing the benefits of enterprise
systems: the business manager’s perspective”, Information Systems Journal, Vol. 12, pp. 271-99.

Sia, S.K., Tang, M., Soh, C. and Boh, W.F. (2002), “Enterprise resource planning (ERP)
systems as a technology of power: empowerment or panoptic control?”, The DATA BASE for
Advances in Information Systems, Vol. 33, pp. 23-37.