The CEO and CFO on the other hand believe the software has not yet helped in managing both the human resources and the financial resources because according to them, the adoption of the software prompted the hiring of more personnel (IT specialist) to manage the project instead of reducing the staff number as they anticipated and as a result also helping to reduce the number of people they have on the payroll services.
The CEO also explains that the software has not yet incorporated the billing system effectively and has also not been as effective in time management as expected because she views time resources as closely related to human resources. This loophole was also identified by the client care and intake coordinator as well.
In terms of cost benefits and revenue boost as promised in the vendor description, the CEO and CFO claim that so far they have not seen the yields or returns on their investment on the software aside the fact that information is processed and accessed faster than before when the software was not in place. She states that the “profits were being challenged by human resources.” She anticipates anyway, that the yield will start soon saying it is probably because the software is still relatively new in the system.
From the foregoing, we realize as stated earlier that the expectation interests of the decision makers conflict at some points even though there seemed to be a consensus about the perceived usefulness of the software in improving task efficiency, it is obvious that while the subordinates who are also the actual users of the technology perceived it more in terms of applicability to their job, the top executives made sense of it more in terms of interests and revenue yields.
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