2026
Vol. 9, No. 2
The digital transformation of public institutions is frequently conceptualized as a predominantly technical undertaking, yet the enduring success of e-governance initiatives ultimately hinges on the readiness of the human capital responsible for their implementation and sustained use. This study examines the “human factor” in Nigeria’s federal civil service during the critical transition to a paperless bureaucracy, with particular attention to how digital literacy and psychological readiness shape the adoption of e-governance platforms such as the 1-Gov Cloud Enterprise Content Management System. Grounded in the Unified Theory of Acceptance and Use of Technology (UTAUT) and enriched with constructs from technostress and digital competence literature, the research employed a convergent parallel mixed-methods design. Quantitative survey data were collected from 412 civil servants across six strategically selected federal ministries in Abuja, supplemented by 48 qualitative interviews and focus group discussions. Data collection occurred amid the 2025–2026 rollout of mandatory paperless operations under the Federal Civil Service Strategy and Implementation Plan (FCSSIP 2021–2025) and the National Digital Economy Policy and Strategy (2020–2030). Findings indicate high levels of perceived usefulness of e-governance platforms (M = 4.21). However, moderate digital literacy (M = 3.42) and elevated technostress (M = 3.68), particularly techno-overload and techno-complexity, significantly hinder adoption. Notable hierarchical digital divides emerged: senior cadres exhibited lower digital literacy scores than junior and middle-level staff, while technostress negatively predicted job performance (β = −.37) and moderated key UTAUT pathways. Qualitative insights revealed persistent barriers including inadequate continuous professional development, infrastructure inconsistencies, and cultural resistance rooted in traditional bureaucratic practices. The study concludes that Nigeria’s ambitious vision of a fully paperless civil service by the end of 2025 risks under-delivery unless human resource strategies shift decisively from procurement-centric models to comprehensive, employee-centric digital capacity building. Recommendations emphasize tiered, role-specific training programs, technostress mitigation interventions, strengthened change management leadership by HR units, and regular digital readiness audits. By centering the human factor, this research contributes theoretically to technology acceptance models in developing-country public administration and offers actionable policy insights for sustainable e-governance implementation in resource-constrained contexts.
DR. MICHAEL .C. N. IHEMADU, & DR. ATASIE CHINYERE ODICHE