Implementation of electronic records management systems according to Kotter‘s eight steps; views of Icelandic record managers

Abstract

Records management is one of the functions that contribute to more efficient and responsible management within organizations. Without records management there is a risk that documents get lost and gaps are being formed in the operations of the organization. It supports risk management with respect to information security, provides initiatives in quality management and environmental issues thus making it easier to meet demands of legislation and regulations as well as meeting the wishes of customers and the needs of employees. Without systematic records management there is an increased risk that records get into the wrong hands or get destroyed. In addition it promotes transparency and traceability in operations. In recent years the management of electronic records within organizations has been given a lot of thought. An emphasis has been placed on systematic capture of these records with the aim of improving both the service and the operations. Records management as a profession is relatively new. The concept did not come to the scene until in the middle of the 20th century. The technology which has been called electronic records management systems (ERMS) helps to manage information and flow of records within organizations. Emphasis on good and transparent governance as well as public demand for access to official records has created the need for organizations to implement ERMS. Data bases such as ERMS can promote total and efficient records management. Changes such as implementing systematic records management can prove to be difficult. This research provides insight into the views and participation of records managers in the change process of implementing ERMS. A questionnaire was sent to Icelandic records managers that were members of the Icelandic Records Management Association and had experience in implementing ERMS. The questionnaire contained 19 questions based on the Kotter‘s eight steps regarding the implementation of change. The main findings were that the records managers did not have full confidence that top management would preserve the change. Middle management did not fully support the implementation which, however, enjoyed the full support of top management. There was a lack in education and training for the records managers regarding the implementation process. About one third of the records managers said that the implementation had met with resistance among employees and 40% experienced the implementation as an opportunity rather than a threat. The same proportion of records managers said that the reaction of employees to the implementation was positive. Finally, the results indicate that the dissemination of information to employees during the implementation process was not sufficient. One of the key factors in dealing with employee resistance is to involve them in the change process, keep them informed and reward them for participating in the new system.