Section Three
A practical managerial problem of user resistance was
encountered when United’s system was being implemented.
Because the developers of the system needed to bring it on line
quickly in order to meet the demands of business, potential
users were not sufficiently involved in the system’s
development. As a result, the users perceived that the system
did not meet all of their needs. This resistance was overcome
by involving the potential users in refinements of the system
and by making it more flexible to their locations’ specific needs.
Benefits of the system have included approximately $6 million
in annual labor costs savings, increased employee satisfaction
with scheduling, and better customer service.^86 The overall
impact of the system is captured in the following quotation
from a United manager: “Just as the (customer) lines begin to
build, someone shows up for work; and just as you begin to
think you’re overstaffed, people start going home.”^87
barry
(Barry)
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