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Organizations utilize information systems to empower business procedures such as the performance of human resource activities (Ruel, Bondarouk, & Looise, 2004; Ruta, 2005; Magoro & Phahlane, 2019). Human resource information systems have evolved through four stages, namely: paper-based systems, first personal computer technology, database systems, and web-based technology (Bulmash, 2008). In consideration of the availability of these systems, human resource management has come under extraordinary pressure to become more effective, fertile, innovative, and competent in sustaining strategic purposes through creating a new e-HRM system (Iqbal, Ahmad, Raziq, & Borini, 2019). Generally, institutions are provided with several benefits by the e-HRM, i.e. functioning efficacy, human resource practices with improved quality, reduced expenses correlated with HRM, more reliable delivery of HRM services, and a change in the human resource’s role towards strategic associates (Lepak & Snell, 1998; Bondarouk & Ruël, 2009; Marler, 2009; Strohmeier & Kabst, 2009). Furthermore, e-HRM furnishes users with many advantages through online access to information regarding human resource concerns. For example, they provide them with training, benefits, wages, terms of service, and the completion of online questionnaires (Singh & Raghuvanshi, 2013).
The e-HRM system is related to the deployment of web-based technologies associated with human resources and system functions to cater to the needs of the IT personnel. Employing web-based technologies enable employees to access applications through a safe password-protected login page from any computer linked to the Internet, as all the data are encoded from that point onwards, (Bulmash, 2008). However, e-HRM systems remain susceptible to failure (Smale & Heikkilä, 2009; Martin & Reddington, 2010; Tansley, Newell, & Williams, 2001; Tanya, Parry, & Furtmueller, 2017) and are observed to perform below forecast levels (Chapman & Webster, 2003). Commonly, the evaluation of the success of information systems remains a crucial perspective that can assist in determining their efficiency within organizations (Ayyash, 2017b). Therefore, to guarantee the e-HRM system’s success, it is necessary to examine the determinants of the continuous intention of users to utilize such a system.
Educational institutions are labelled as a leading entity in the espousal of modern setups like e-HRM. However, the involvement of e-HRM in the academic sector is rather late, and reasonable efforts are being made to put it into practice (Yusliza, Yi Yong, Ramayah, Imran Tanveer, & Muhammad, 2018). In addition, research into e-HRM is widespread among users in the European Union and the United States (AlAmeri, 2017; Wickramasinghe, 2010; Yusoff, Ramayah, & Othman, 2015) and (Panayotopoulou, Vakola, & Galanaki, 2007). In contrast, scarce pieces of research have been done in the e-HRM field in developing countries. As far as is known, a few studies have concentrated on e-HRM issues in the Arab countries, namely: the implications of e-HRM implementation (AlAmeri, 2017); the degree of applying e-HRM in Jordan (Zureikat, 2017); the use and effectiveness of e-HRM (Obeidat, 2016); the e-RHM’s acceptance (Saleh, 2014); the importance of e-HRM (Al Shobaki, Abu Naser, Abu Amuna, & El Talla, 2017); and e-HRM’s impact on organizational development (Atallah, 2016). Furthermore, most of the previous shreds of research concentrated on the adoption of e-HRM (Zhou, Y., Cheng, Y., Zou, Y. & Liu, G., 2021; Bondarouk & Ruël, 2009; Ruël & Van der Kaap, 2012; Galhena, 2015; Heikkilä, Rentto, & Feng, 2017; Masum, Kabir, & Chowdhury, 2015; Panayotopoulou et al., 2007; Strohmeier & Kabst, 2009; Voermans & Veldhoven, 2007). Thus, it has become crucial for educational institutions to recognize the employees’ behaviors concerning the continuous intention to use e-HRM so that the power of the e-HRM system is utilized to become more productive and competitive.