The 21st-century has witnessed the catalytic effect of Information Technology (IT) on organisational operations through increased robustness and sustained competitive advantage in the knowledge economy. Technology’s disruptive diffusion has not sparred the human resource practice; thus, this study investigates the adoption of electronic Human Resources Management (e-HRM) by a telecommunications-based organisation in Zimbabwe. The study utilised a quantitative case design using a questionnaire targeting 130 managers and supervisors. In meeting the study’s objective, factor analysis using principal component analysis and varimax rotation was conducted. The results show that the three constructs had a direct impact on the adoption of e-HRM. The respondents agreed that e-HRM had automated employee records management and improved communication between employees and managers, increasing productivity. Identified benefits from the results include lowering administrative costs, delivering state of the art HRM services, enabling HR staff more time to focus on strategic reorientation, increasing HRM effectiveness and efficiency, and facilitating the scouting of the best talent globally. The respondents noted that aligning e-HRM processes to the HRM function had some restraints, such as unwillingness to accommodate change, confidentiality and security of personal records through hacking. The study generates new knowledge for benchmarking as Zimbabwean organisations endeavour to embrace e-HRM. The study contributes literature on e-HRM adoption, which appears scant in developing countries such as Zimbabwe. More research on e-HRM adoption in developing countries provides practical and theoretical implications for the HRM practice and the research community. Future studies could involve several organisations for more generalisability of the results.