The study was conducted at the Zululand Health District in the Ulundi region. Zululand is in the northern part of the KwaZulu-Natal province of South Africa, and it is located within the Ulundi Local Municipality.

The researcher obtained a letter of permission from the Zululand Health District to access participants and conduct interviews.

A purposive, non-probability sampling technique was used to select participants to participate in this research. This sampling strategy was used to select participants who work within the Zululand Health District HR department and who actively use ICT tools in their HR functions. Human resource employees who met the inclusion criteria received information letters and were invited to participate in the study by means of email. No participant declined or refused the interview. The study conducted face-to-face interviews with all eight HR employees. This sample size was sufficient for a qualitative study that aimed to gather rich, deep and detailed insights. This sample size allowed for rich insights and detailed data collection. Data saturation was reached when no new themes and insights emerged. During the data analysis process, interview transcripts were reviewed and compared. During the last transcript, the collected data became repetitive, indicating that saturation was reached. This indicated that additional participants were unlikely to provide new insights into the researched phenomenon. The inclusion and exclusion criteria were as follows:

The inclusion criteria included HR employees who have 3 years of experience at the Zululand Health District, who are knowledgeable about the research subject and who worked during the COVID-19 pandemic era. The included participants demonstrated diversity in age, gender, qualifications and years of experience. The exclusion criteria included HR employees who had less than 3 years of experience and interns.

Primary data collection followed research principles. The researcher used an audio recorder to ensure that the collected data were accurately recorded. A verbatim translation of data included non-verbal cues displayed by participants noted during interviews. Additionally, the concepts of reliability and validity were followed by employing established qualitative research practices. Credibility was ensured by triangulation, member checking and peer debriefing. Dependability was ensured by maintaining an audit trail and by applying standardised interview protocols.

The study employed thematic data analysis, which focused on organising data sets to examine themes. Thematic data analysis entails reading and reflecting on the transcripts and recorded audio (Cresswell & Clark, 2018). Thematic data analysis was adopted as the most suitable strategy, as supported by Brink et al. (2018). Thematic analysis was utilised to explore themes emerging from the collected data, which allowed for the examination of emerging patterns and themes from the collected data. The data analysis process was completed manually and followed the six phases of thematic analysis, namely familiarising and immersion of data, generating codes, constructing themes, reviewing potential themes, defining and naming themes and producing a report, as highlighted by Campbell et al. (2021). Interviews were audio-recorded and transcribed verbatim for accuracy. Transcripts were reviewed against recordings. The thematic analysis procedure involved reading transcripts for familiarisation and immersion of data. Coding was carried out to identify and capture meaningful patterns. Similar codes were grouped and refined into broader themes. Steps were taken to enhance consistency and dependability. Additionally, the researcher maintained a detailed audit trail documenting coding decisions and processes such as theme development and reflections. An outline of the coding framework is provided in Appendix 1 Table 1-A1.

From the findings of this study, participants have the perception that ICT plays an important role in facilitating internal communication (Table 2). Within the Zululand Health District, ICT is adopted and used to enhance communication channels, thereby allowing professionals to interact with employees, seamlessly address concerns and disseminate information more efficiently. Furthermore, the findings of this study show that participants perceive that ICT technologies enable employees not only to communicate but also to capture, analyse and give meaning to organisational data. This finding is supported by existing literature, such as a study by Kumara et al. (2019), who, in their view, established that ICT plays an important role in managing and cascading information for different purposes. This finding is further supported by Reuben (2021), who stated that the global adoption and utilisation of ICT within organisations enhances communication and the ability to achieve improved outcomes.

In addition to ICT enhancing communication, participants perceive that ICT enhances collaboration (Table 2). This finding shows that ICT enhances collaboration within HR functions and enhances collaboration with employees. This finding is supported by Garg et al. (2022) in the existing body of literature, who highlighted that ICT systems used in HR departments enhance team collaboration within HR functions. Aithal (2023) attests to this finding and highlights that, in addition to enhancing communication, ICT enhances collaboration in organisations.

Participants perceive that ICT enhances the potential to work from home. Other participants attest that ICT has indeed enabled remote working capabilities in the past, which became prominent in the recent shift in environments brought by the recent pandemic era. This finding is supported by several researchers in the context of remote operations within the HR domain. According to Onah et al. (2021), models such as e-HRM and e-Administration enhanced remote working solutions and capabilities during uncertainties such as the COVID-19 pandemic. Additionally, Hamouche (2023) highlighted that ICT facilitates the transition from face-to-face operations to virtual operations or remote working, extending to the COVID-19 period, thereby sustaining HR operations. Onwuegbuna et al. (2021) established that ICT plays a significant role, evidenced by the onset of the COVID-19 pandemic, where organisations engaged in varying working styles such as teleworking, remote work or work from home supported by ICT technologies.

To determine the use of ICT in HR practices within the Zululand Health District, participants were asked about ICT resources available in the HR department within the Zululand Health District. This was crucial to have a fundamental understanding of ICT resources in fostering ICT adoption and use within the Zululand Health District. Table 3 presents the theme and sub-themes that emerged. The following section discusses the themes and sub-themes (Table 3) that emerged in detail.

From the findings of this study, the Zululand Health District possesses different ICT hardware resources, which include desktop computers. Literature, including recent studies (Aithal, 2023; Dixit et al., 2021), established that investments in hardware resources and infrastructure are crucial in ensuring value from the use of ICT in organisations. Participants stated that the Health District uses desktop computers to store employee information, such as leave balance and various types of leaves within HR functions.

The Zululand Health District possesses different ICT hardware resources, which include laptops. However, participants also highlighted challenges with these laptops, as participants stated that most of the laptops cannot operate without being plugged in, while others are outdated and therefore not fully functional, highlighting challenges of old laptops utilised within the Health District. According to Onwuegbuna et al. (2021), functional technical resources such as laptops are crucial in supporting an organisation’s functions. According to Oberholzer et al. (2024), limited access to functional hardware, including laptops, significantly hinders the use of ICT in organisations. According to Onwuegbuna et al. (2021), organisations needed to distribute modern technologies, including laptops, to sustain operations during the COVID-19 unforeseen circumstances, thereby highlighting the importance of functional ICT hardware resources.

Additional ICT hardware resources that this Health District possesses include telephones. However, from the findings of this study, the landline connections are not functional.

Additionally, from the findings of this study, other ICT hardware resources that the Health District possesses include portable phones. Participants emphasised that the Health District uses portable phones as telephones are not functioning. Literature such as the study by Oberholzer et al. (2024) highlighted that in addition to hardware resources such as laptops and desktops, smartphones are a prerequisite in HR functions.

Lastly, this study found that the Health District possesses other ICT hardware resources, such as printers.

Additionally, ICT software resources emerged. Table 4 presents the theme and sub-themes. Within the theme ICT software resources, the sub-themes Microsoft Office software, communication and management software and telecommunication and collaboration software sub-themes emerged (Table 4). These sub-themes are outlined as follows:

This study found that the Zululand Health District also possesses ICT software resources such as Microsoft Office. This includes programmes such as Excel, PowerPoint and Microsoft Outlook for emails. Recent studies (Aithal, 2023; Dixit et al., 2021) established within the existing body of literature that, in addition to hardware resources, suitable software resources play a crucial role in the adoption and use of ICT technologies.

Additionally, the organisation uses communication management software, including WhatsApp Messenger and video conferencing. According to Oberholzer et al. (2024), telecommunication software as well as video conferencing tools are crucial in HR functions for online onboarding of new employees.

Furthermore, the organisation uses teleconferencing and collaboration software such as Zoom and Microsoft Teams. Literature such as the study by Mirji (2022) advises on other HR-specific software, such as the HRIS, which emerges as a software solution that offers distinct features to assist HR professionals in organising, categorising and aligning their data resources. TalenTeam (2022) also perceives that HRIS is fundamental in the context of HR functions, as this software is specifically designed to aid HR departments in achieving departmental objectives. Moussa and El Arbi (2020) support this view by adding that HRIS software encompasses comprehensive features designed to acquire, store, retrieve, analyse and distribute information related to an organisation’s human resources. Reuben (2021) agrees and further adds that HRIS does not only consist of HR-related software but also includes other functions for organisational policies and procedures.

From Table 5, within the organisational support factor’s theme, the sub-theme of training emerged as follows:

From the findings of this study, organisational support factors such as training influence the adoption and use of ICT within the Zululand Health District. According to Aithal (2023) and Dixit et al. (2021), training is a crucial factor in ICT adoption and use. This finding is further supported by Song et al. (2020), who noticed that one of the factors affecting organisations to adopt ICT includes workforce upskilling.

Additionally, from the findings above, other factors that influence the adoption and use of ICT within the Health District include ICT technical support. This finding is supported by researchers such as Song et al. (2020), who attest that staff should be supported to ensure that they embrace technology in working environments. According to a study by these researchers, technological support is crucial during the adoption and utilisation of ICT technologies, as it facilitates a smooth transition from manual processes and functions. Technological support ensures a quick grasp of new ICT technologies. Additionally, technological support is crucial in minimising disruptions to workflows. Furthermore, ongoing technological support ensures that employees stay current with updates, ensuring system security and incorporating necessary enhancements.

From the findings of participants, the other factor that influences the adoption and use of ICT within the Zululand Health District includes the provision of technological resources. From the findings above, these include financial resources to procure hardware resources, including ICT gadgets and other resources necessary for ICT integration and use. According to Aithal (2023), Dixit et al. (2021), ICT resources encompassing software, hardware, ICT infrastructure and training are crucial in ICT use. Additionally, participants highlighted that some of these resources are expensive, while some of the technological services need to be outsourced. Existing literature, such as a study by Oberholzer et al. (2024), highlighted that access to resources, including hardware and the overall funding of ICT resources, is crucial, as this facilitates ICT usage within HR functions.

Furthermore, an additional factor influencing the adoption and use of ICT within the Zululand Health District includes management support. This finding highlights that when top management is in support of an idea, a technological change is possible, and if management is against new technologies, no change can be implemented. According to Wilde and Hsu (2019), management support is a crucial factor when adopting and using a new technology, as this sets a tone for organisational commitment to a technology transition. While in Samsor’s (2021) view, when leadership expresses a clear endorsement of a new technology, employees are more likely to embrace and invest effort in a technology being adopted. Furthermore, management support encompasses the provision of necessary resources, encompassing both financial and human resources, for the successful implementation of new technologies.

Lastly, this study found that an additional organisational support factor that influences the adoption and use of ICT is change management support. To ensure change management support, researchers such as Darmawan and Azizah (2019) realise that change initiatives should be undertaken to ensure that an organisation maintains its dynamism, advances its progress, enhances employee performance, aligns with its environment and fosters shifts in workplace behaviour patterns when adopting a new technology. Furthermore, this finding highlights that older people have challenges when using technology. Lee and Chen (2021) assert to this finding and emphasise that employees may require an adjustment period to align with a specific technology. According to Bellantuono et al. (2021), change management support is vital when adopting and using a new technology. According to these researchers, change management helps mitigate resistance to change within an organisation. People often feel anxious about adopting new technologies, while change management provides a structured approach to addressing concerns, communicating benefits and building a positive attitude towards impending changes. Furthermore, change management support ensures that employees are adequately prepared for the transition, both in terms of skills and mindsets.

Participants perceive that ICT enhances efficiency within the HR department. Participants believe that technology can be significant in HR functions and management. The findings highlight that ICT has the potential to make work easier, simpler and efficient. Furthermore, this study found that through ICT, daily HR functions can be achieved with ease. This finding is supported by Subhashree and Vasantha (2020), who stated that through using HR systems such as the automated and systematised transaction processing system, individuals can devote excessive focus to reducing burdensome administrative activities within HR. This finding is further supported by Kumara et al. (2019), who observed that ICT has transformed information access, making tasks faster, more efficient and convenient. Furthermore, researchers such as Thathsara and Sutha (2021) believe that HR systems, including e-HRM, were created to increase efficiency and effectiveness in organisations. Because of enhanced performance efficiency perceived through the use of ICT in HR functions, organisations such as the Zululand Health District are likely to adopt and utilise ICT for HR functions. Overall, participants perceive that ICT enhances efficiency; however, these perceptions were limited by several factors in this resource-constrained provincial environment. Lack of necessary resources shaped how performance expectancy is perceived, highlighting that performance expectancy manifests differently in a resource-constrained environment, such as in the rural of KwaZulu-Natal. This reveals that performance expectancy is moderated not only by perceived usefulness but also by an organisation’s technological capacity and ICT resources.

Additionally, participants perceive that ICT enhances training and development. From the findings above, ICT has the potential to aid in in-service education, induction, orientation and conducting of short courses. Additionally, from the findings above, ICT allows for webinars, virtual meetings and other online trainings in the context of HR training and development. This study found that this, in turn, makes it easy for HR to conduct training to remote employees and to monitor personalised teaching and learning experiences. This finding is supported by existing literature; a study conducted by Aithal (2023) found that, through the use of ICT, organisations enhance the training and development of employees, resulting in increased productivity. Similarly, a study by Oberholzer et al. (2024) highlighted that ICT enhances training and development through virtual training. This was especially crucial during periods when employees were geographically dispersed and when employees had their movement restricted because of the COVID-19 pandemic. Overall, participants perceive that ICT enhances training and development; however, these perceptions were further impacted by several factors within this resource-constrained rural environment. Participants highlighted a lack of resources for training and development; these factors shape how performance expectancy is perceived. Overall, participants perceive that ICT enhances training and development; however, these perceptions were further impacted by several factors within this resource-constrained rural environment. Participants highlighted factors such as the lack of resources for training and development; these factors shape how performance expectancy is perceived.

Additionally, this study found that ICT enhances performance expectancy through automation. The findings highlight that through ICT, HR departments can automate routine tasks, streamline processes and reduce paper-based tasks. This finding is supported by Subhashree and Vasantha (2020), who realised that through the use of automated systems such as the systematised transaction processing system, individuals devote excessive focus to reducing burdensome administrative activities within HR functions.

Furthermore, this study found that ICT enhances performance expectancy by improving productivity. From the findings above, this can in turn allow HR professionals to tackle high workload tasks and focus on different critical functions. According to Nanda and Mahalik (2021), organisations utilise ICT in HRM practices to improve efficiency, to ensure ease of operations and accuracy, as well as to foster effective decision-making and transparency. This view is further supported by Thathsara and Sutha (2021), who add that advanced HR systems such as e-HRM were solely developed to expedite HR activities and to increase organisations’ effectiveness. Overall, participants perceive that ICT enhances efficiency, automation, productivity, training and development. However, these perceptions are impacted by other factors in a resource-constrained environment. Factors such as limited resources shape how performance expectancy is perceived, highlighting that performance expectancy manifests differently in a resource-constrained environment. This highlights that performance expectancy is not solely influenced by the perceived usefulness of ICT systems but also by an organisation’s technological capacity and resources. Lack of ICT resources influences how perceived usefulness is observed. Similar patterns have been observed in other resource-constrained environments highlighted by researchers such as Khoza et al. (2023), Namulondo et al. (2023) and Omweri (2024), suggesting that performance expectancy in such settings is influenced by similar contextual factors.

From the findings above, ICT system designers need to focus on enhancing the usability of ICT systems, as participants perceive that this enhances effort expectancy by offering ease of use. Participants emphasised the importance of the ease of use of ICT systems in optimising the adoption and utilisation of ICT within HR. Additionally, this study found that the perceived effort required to learn and utilise a technology significantly influences the adoption and use of ICT in HR. Similarly, this research found that perceived effort required to learn and use ICT systems or technologies may create hesitation among users. For this, literature such as a study by Rathee and Bhuntel (2021) advocates for the ease of use of ICT systems. Additionally, researchers such as Anjum and Islam (2020) found that ease of use of ICT systems is a crucial factor that influences the use and utilisation of ICT systems such as the e-HRM system. It is therefore imperative that HR system designers focus on this vital factor of ease of use.

Furthermore, this study found that effort expectancy can be enhanced through the user-friendly aspect of ICT systems. Similarly, researchers Muzafar and Jhanjhi (2020) advocate for user-friendly ICT systems. From the findings of this study, it is emphasised that organisations need to ensure that they adopt user-friendly ICT systems to encourage a successful adoption and utilisation of HR systems. According to Soja and Soja (2020), this is more crucial for older users. This finding aligns with the views of Muzafar and Jhanjhi (2020), who advocate for user-friendly systems. This study established that the user-friendliness of ICT systems is crucial for the adoption and use of ICT within the Zululand Health District. Existing literature further established that poorly designed systems and the complexity of multi-system integration often increase the effort required for the adoption and utilisation of ICT systems, therefore deterring adoption (Mutiarin et al., 2019). This finding shows that the lack of user-friendly and compatible technologies influences effort expectancy. This reveals how effort expectancy is determined not solely by ease of use but also by additional factors such as user-friendly and compatible HR systems. This finding extends the UTAUT construct of effort expectancy by highlighting that, in resource-constrained environments, effort expectancy depends on the organisational ability to procure user-friendly and compatible systems.

Similarly, participants perceive that incompatibility between hardware and software resources impacts the construct of effort expectancy. From the findings of this study, ICT hardware resources must be compatible with the latest software. This study found that effort expectancy can be enhanced through an alignment with the latest software releases. Furthermore, according to Aithal (2023), compatibility of systems, together with compatibility of varying software, is crucial in enhancing effort expectancy and in creating value for organisations through ICT. Similarly, Onah et al. (2021) add that, in addition to user-friendliness, compatibility is crucial for ICT usage.

This study found that effort expectancy of ICT systems can further be enhanced through training and support. From the findings in this research, organisations need to invest in training to ensure that employees obtain the required technical skills for operating emerging ICT systems, specifically within the HR department. From the findings of this study, this will likely enhance the adoption and utilisation of ICT solutions. This research highlights training as a significant factor in fostering a seamless adoption and utilisation of ICT solutions. This finding is supported by Song et al. (2020), who observed that factors affecting organisations’ adoption and use of ICT solutions are HR development policies, training and development. Likewise, Mutiarin et al. (2019) emphasise that organisations that invest in continuous training report higher levels of effort expectancy and subsequent technology adoption and use.

Lastly, this study found that resources provided by the organisation for ICT adoption and utilisation have a significant influence on adopting and utilising new technologies. Therefore, to enhance effort expectancy, this study found that organisations need to provide the resources necessary to adopt and utilise ICT technologies. This finding advocates that the health department should invest more in upgrading HR systems, including ICT infrastructure. This finding is supported by Song et al. (2020), who further observed that additional factors affecting organisations’ adoption and utilisation of ICT solutions include the development of science and technology, among other factors. However, in the South African context, Harerimana et al. (2023) perceive that technological resources in the country might be a challenge. This view is supported by Namulondo et al. (2023), who observed that developing nations struggle to offer ICT infrastructure because of the financial constraints these nations face. In contrast, Song et al. (2020) observed that developed nations have financed technological infrastructure and invested in human resource development to upskill employees in ensuring that employees adapt to emerging technologies. This research found that, to enhance the adoption and utilisation of ICT within the Zululand Health District, the Health District must foster effort the efficiency of ICT systems through providing necessary resources. This thereby aligns with research conducted by Song et al. (2020), who observed that resources, as well as training, are crucial factors in fostering effort expectancy, which contributes to the overall adoption and utilisation of ICT systems in HR functions.

Participants perceive that facilitating factors for the adoption and utilisation of ICT include ICT resources. According to the findings above, the adoption and use of ICT technologies is significantly influenced by the synergy of hardware components. According to Dixit et al. (2021), access to suitable hardware, such as computers and laptops, forms a foundation for technology adoption, impacting how individuals and organisations adopt and engage with ICT. Furthermore, according to Aithal (2023) and Dixit et al. (2021), hardware resources influence ICT use among other factors, including software and overall ICT resources. Similarly, literature found that these factors have the potential to hinder ICT adoption and use (Oberholzer et al., 2024).

Additionally, from the findings of this research, robust infrastructure is another factor that influences the adoption and use of ICT technologies. Participants emphasised that the Health District needs to ensure robust infrastructure for technology. This research found that robust ICT infrastructure significantly influences the adoption and utilisation of ICT technologies. A well-established infrastructure ensures seamless integration of diverse technologies, providing an environment where users can access and use ICT technologies seamlessly. Reliable infrastructure components contribute to a positive user experience. Moreover, according to Song et al. (2020), organisations are likely to adopt ICT when there is a robust infrastructure, ultimately driving the adoption and use of ICT in organisations. However, the Health District faces a variety of challenges relating to ICT infrastructure. Harerimana et al. (2023) attest to this challenge by noting that technological components, including robust ICT infrastructure in the South African context, are often challenging. Namulondo et al. (2023) observed and extended this view by noting that developing countries, including South Africa, struggle to offer robust ICT infrastructure because of the financial constraints these countries face.

Moreover, an additional factor that facilitates the adoption and use of ICT technologies includes robust Internet connectivity. Internet connectivity is a critical factor influencing the adoption and use of ICT technologies. Seamless and high-speed Internet access facilitates the efficient utilisation of various digital tools, platforms and services. Reliable Internet connectivity allows HR professionals to utilise HR systems such as the HRIS effectively and efficiently. According to Rahiem (2020), insufficient or unreliable Internet connectivity can act as a barrier to the adoption and use of ICT technologies. This often limits the potential of ICT technologies, while reliable Internet connectivity positively influences the adoption and full use of ICT technologies. This finding concurs with the view of Rahiem (2020); the study established that robust Internet connectivity is crucial in influencing the adoption and utilisation of ICT in HR functions.

Embracing the use of technology is another factor that facilitates the adoption and use of ICT technologies. Aithal (2023) hinted that embracing technology involves a mindset that values innovation and adaptability, which, in turn, contributes to the adoption and use of ICT solutions. Organisations that are open to embracing ICT technologies are positioned to leverage the benefits offered by ICT technologies. This study aligns with Aithal (2023), who highlighted embracing ICT technologies as a significant factor that has the potential to influence the adoption and utilisation of ICT. This study established that embracing ICT has a positive influence on its adoption and utilisation.

Lastly, the other factor that facilitates the adoption and use of ICT is training. This finding is supported by Song et al. (2020), who observed that additional factors facilitating organisations to adopt ICT solutions include training. Training is a crucial factor that influences the adoption and use of ICT, as training can empower staff with the knowledge and skills to use ICT.

Lastly, this study aimed to determine ways to enhance ICT adoption. Table 9 presents the theme and the sub-theme that emerged.

From the findings above, one of the recommendations to enhance the adoption and use of ICT includes procuring ICT resources. This includes procuring ICT hardware and software resources, which include laptops and smartphones. This also extends to software resources, which include the latest software, as well as Wi-Fi and routers to ensure Internet connectivity. Literature based on recent studies (Aithal, 2023; Dixit et al., 2021; Mirji, 2022; Oberholzer et al., 2024; Rahiem, 2020; Reuben, 2021) established that resources, including Internet connectivity, laptops, smartphones, as well as HR software, are crucial for the adoption and use of ICT in HR functions. Latest software in the context of HR, according to Mirji (2022), includes HRIS software, which emerges as a software solution that offers distinct features to assist HR professionals in organising, categorising and aligning their data resources. This software, according to Reuben (2021), encompasses not only crucial features and HR-related software but also includes features for managing people, policies, procedures, forms and organisational data to aid in HR functions. The importance of procuring the latest ICT hardware and software is fundamentally crucial in the adoption and utilisation of ICT in HR, while more findings in literature (Aithal, 2023; Onah et al., 2021) emphasised ensuring compatibility of these resources in aligning ICT with departmental functions.

Additionally, participants recommend being intentional about upgrading ICT systems. Upgrading ICT systems plays a significant role in influencing the adoption and use of ICT technologies. Regular system upgrades contribute to improved performance and increased security, thereby providing a positive environment for users. When users experience the benefits of upgraded systems, they are more likely to adopt and utilise ICT technologies. System upgrades also demonstrate a commitment to staying current with ICT technologies. Additionally, upgraded systems ensure compatibility of ICT systems. According to Onah et al. (2021), compatibility ensures that ICT systems seamlessly integrate with existing organisational tools, workflows and organisational needs, thereby encouraging adoption and use of ICT systems.

Furthermore, from the findings of this study, setting budgets for ICT resources is recommended as being crucial for the adoption and use of ICT. The allocation of ICT budgets for ICT resources has a significant role in influencing the adoption and use of ICT technologies. Adequate budget allocation enables organisations to invest in the necessary hardware, software, training programmes and infrastructure required for the adoption and use of ICT. According to Dixit et al. (2021), access to suitable hardware, such as computers and laptops, is fundamental for technology adoption, impacting how individuals and organisations at large engage with ICT. This makes allocating budgets for these resources crucial. Training budgets can contribute to a positive user experience. This, according to Sharma and Dhar (2020), will in turn lead to increased employee satisfaction and motivation resulting from ICT adoption and use. This makes allocating budgets for resources needed for training crucial to ensure an effective adoption and use of ICT. This also includes budgets for ICT infrastructure, as observed by Song et al. (2020). According to Song et al. (2020), organisations are likely to adopt ICT technologies when there is a robust infrastructure to support these technologies. This study aligns with the findings by these researchers; it found that ICT budgets play a significant role in the adoption and utilisation of ICT.

From the findings above (Table 9), another recommendation to enhance the adoption and use of ICT is training. This finding aligns with the existing body of knowledge in literature. According to Song et al. (2020), training is a crucial factor that enhances the adoption and use of ICT. Training empowers staff with the knowledge and skills necessary to use ICT. Mutiarin et al. (2019) highlighted that organisations that invest in continuous training report higher levels of technology adoption and use. This finding of the study aligns with the findings by these researchers that training is a crucial factor in enhancing the adoption and use of ICT.

This research found that ensuring backup structures for power or electricity significantly influences the adoption and use of ICT technologies. Reliable power backup solutions, such as generators or uninterrupted power supply (UPS) systems, mitigate the risk of disruptions caused by power outages, thereby ensuring continuous use of ICT. This reliability fosters confidence among users, as users can rely on consistent access to ICT systems without service interruptions. In regions prone to power fluctuations, the existence of robust backup systems becomes a critical factor in encouraging the adoption and use of ICT technologies, particularly in critical operational settings. The assurance of uninterrupted power contributes to a seamless user experience, reduces potential downtime and enhances the overall reliability of ICT systems, ultimately promoting widespread adoption and sustained use of ICT systems. Although literature based on recent studies (Harerimana et al., 2023; Namulondo et al., 2023) hints that such technological components in the South African context might be a challenge. However, this research urges organisations in South Africa to pursue feasible backup solutions to ensure a seamless adoption, integration and utilisation of ICT into HR functions.

The above section outlined the empirical findings. Table 10 presents the findings in relation to the key constructs of the UTAUT framework to bring forward how UTAUT constructs manifest differently in a resource-constrained public sector environment.