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Enterprise Resource Planning (ERP) solutions such as SAP represent a vital investment for organisations seeking to unify varied operational activities into integrated, data-driven platforms. In institutions of higher learning, the use of ERP systems is a crucial component of digital transformation efforts aimed at improving administrative efficiency, institutional governance, and competitive positioning. This article examines the impact of SAP ERP implementation on both organisational and employee dynamics for administrative staff at the Durban University of Technology (DUT), emphasising technostress, digital fatigue, employee well-being, and post-implementation adaptation within a constrained higher education environment. Utilising a desktop appraisal methodology, the study synthesises existing literature to demonstrate how decisions made in the pre-implementation and implementation phases consistently affect employee experiences and organisational outcomes post-implementation. The study indicates that attaining enduring ERP effectiveness requires continuous capacity development, cooperative implementation approaches, and employee-centered support frameworks. The research develops an interdisciplinary model by integrating socio-technical, psychological, capacity-building, and normalisation perspectives, thereby improving the understanding of the human factors involved in ERP deployment within higher education. The study introduces the ERP Lifecycle–Employee Adaptation Framework (ELEAF), which outlines the progressive escalation of technostress during the pre-implementation, implementation, and post-implementation phases, linking each stage to a pertinent theoretical mechanism and a set of organisational interventions. The findings indicate that inadequate training, limited organisational support, dependence on key users, and absence of employee engagement contribute to technostress, digital fatigue, reduced job satisfaction, and challenges in post-implementation adaptation. The study further demonstrates that decisions taken throughout the ERP lifecycle have enduring impacts on employee well-being and organisational effectiveness beyond the system's implementation. This highlights the tangible consequences for higher education institutions, stressing the importance of continuous training, institutional support, systematic information sharing, employee wellness initiatives, and staff-centric ERP management to enhance long-term value achievement. It consequently lays the groundwork for future research on the human dimensions of digital transformation in resource-constrained environments.

Enterprise Resource Planning (ERP) solutions such as SAP represent a vital investment for organisations seeking to unify varied operational activities into integrated, data-driven platforms. In institutions of higher learning, the use of ERP systems is a crucial component of digital transformation efforts aimed at improving administrative efficiency, institutional governance, and competitive positioning. This article examines the impact of SAP ERP implementation on both organisational and employee dynamics for administrative staff at the Durban University of Technology (DUT), emphasising technostress, digital fatigue, employee well-being, and post-implementation adaptation within a constrained higher education environment. Utilising a desktop appraisal methodology, the study synthesises existing literature to demonstrate how decisions made in the pre-implementation and implementation phases consistently affect employee experiences and organisational outcomes post-implementation. The study indicates that attaining enduring ERP effectiveness requires continuous capacity development, cooperative implementation approaches, and employee-centered support frameworks. The research develops an interdisciplinary model by integrating socio-technical, psychological, capacity-building, and normalisation perspectives, thereby improving the understanding of the human factors involved in ERP deployment within higher education. The study introduces the ERP Lifecycle–Employee Adaptation Framework (ELEAF), which outlines the progressive escalation of technostress during the pre-implementation, implementation, and post-implementation phases, linking each stage to a pertinent theoretical mechanism and a set of organisational interventions. The findings indicate that inadequate training, limited organisational support, dependence on key users, and absence of employee engagement contribute to technostress, digital fatigue, reduced job satisfaction, and challenges in post-implementation adaptation. The study further demonstrates that decisions taken throughout the ERP lifecycle have enduring impacts on employee well-being and organisational effectiveness beyond the system's implementation. This highlights the tangible consequences for higher education institutions, stressing the importance of continuous training, institutional support, systematic information sharing, employee wellness initiatives, and staff-centric ERP management to enhance long-term value achievement. It consequently lays the groundwork for future research on the human dimensions of digital transformation in resource-constrained environments.