The implementation of Enterprise Information Systems generally has disruptive implications for the workforce directly affected by them. Normal change management procedures typically address such issues through user training programmes, based on the perhaps unfounded assumption that users just need to understand the new facilities offered to be able to adapt to new ways of working. It is assumed that any emotional distress and unhappiness would disappear as soon as the users realize the benefits of the new system. In this paper we report on an investigation of such a situation where an ERP system replaced a home-grown student system that had been in use for many years. An inductive analysis of interview data was undertaken, leading to a framework of five linked categories. We draw conclusions from the framework which point towards more effective ways an organisation can deal with the affective responses of users, mitigating subsequent negative job impact.