Information systems are in most cases implemented to improve organizational effectiveness. A successfully adopted and implemented Information system does not automatically guarantee full benefits. It is important that IT is operated as planned and thus provides the real-time information with a desired level of process integration. Any IT system pushes an organization toward full process integration and solves the fragmentation of information. However, the tight process integration involves operational issues that must be carefully managed. Thus, an assumption can be made that a centrally coordinated support system is required to assist IT users and administrators find problems, and maintain the process integration of IT with great consistency. Implementing an Enterprise Resource Planning (ERP) system project is a difficult and high cost proposition as it places tremendous demands on organization’s time and resources. Their organizational wide functionality is vast and overall capabilities are enormous but their success, usability and the user perception is questioned in the information systems (IS) literature. The ERP implementation literature contains many case studies of organizations that have implemented ERP systems successfully. This paper examines the HR-ERP software, ERP developers and their ERP modules of human resources and how organizations may be affected by implementing these modules.