The Effect of Enterprise Resource Planning on Organizational Performance in Case Ethiopia Electric Utility Dire Dawa Region

The purpose of this study was to investigate the effect of Enterprise Resource Planning (ERP) on<br> organizational performance, using a case study of the Ethiopian Electric Utility in Dire Dawa Region.<br> To achieve the study's objectives, data were collected through administered questionnaires from a<br> sample of 194 employees from the Ethiopian Electric Utility in Dire Dawa Region and four customer<br> service centers. A stratified random sampling technique was employed to select participants from the<br> Ethiopia Electric Utility in Dire Dawa Region and four customer service centers, and the data were<br> analyzed using statistical methods such as descriptive and inferential analysis with IBM SPSS Statistics<br> version 27. The study, descriptive and explanatory in nature, analyzed respondent data and presented<br> it in aggregate. The major findings indicate that the elements of enterprise resource planning (customer<br> relationship management, material management, billing and invoicing, and human resource<br> management) are variables influencing organizational performance in Ethiopia Electric Utility in Dire<br> Dawa Region and four customer service centers. Multiple regression analysis confirms a significant<br> positive impact of CRM, Material Management, and Billing and Invoicing on organizational<br> performance, while HRM indicates no statistically significant effect. In conclusion, the study finds that<br> ERP components, particularly CRM, Material Management, and Billing and Invoicing, positively<br> influence organizational performance. The relationship between HRM and organizational performance<br> suggests a need for further study. Demographic characteristics of respondents could affect adaptability<br> to technological changes, influencing organizational performance. Suggestions include optimizing<br> CRM, Material Management, and Billing and Invoicing components, tailoring HRM approaches,<br> continuous monitoring of ERP effectiveness, investing in employee training, exploring industry-<br> specific ERP customization, fostering collaboration, and encouraging further research. Future research<br> could explore the effects of other ERP components, extend the study nationally, and delve into broader<br> organizational performance issues beyond ERP. Continuous monitoring and follow-up assessments are<br> recommended for gauging the long-term impact of ERP on organizational performance. This research<br> provides valuable insights for decision-makers in the Ethiopian Electric Utility in Dire Dawa Region<br> and similar organizations seeking to enhance their ERP strategies and improve overall organizational<br> performance.