Understanding Recruiters' Acceptance of Artificial Intelligence: Insights from the Technology Acceptance Model

被引:0
作者
Almeida, Filomena [1 ]
Silva, Ana Junca [1 ]
Lopes, Sara L. [1 ,2 ]
Braz, Isabel [1 ]
机构
[1] Inst Univ Lisboa ISCTE IUL, Business Res Unit BRU UNIDE IUL, P-1649026 Lisbon, Portugal
[2] Inst Appl Psychol ISPA, Dept Social & Org Psychol, P-1149041 Lisbon, Portugal
来源
APPLIED SCIENCES-BASEL | 2025年 / 15卷 / 02期
关键词
artificial intelligence; recruitment and selection; technology acceptance model; perception; GenAI;
D O I
10.3390/app15020746
中图分类号
O6 [化学];
学科分类号
0703 ;
摘要
The integration of new technologies in professional contexts has emerged as a critical determinant of organizational efficiency and competitiveness. In this regard, the application of Artificial Intelligence (AI) in recruitment processes facilitates faster and more accurate decision-making by processing large volumes of data, minimizing human bias, and offering personalized recommendations to enhance talent development and candidate selection. The Technology Acceptance Model (TAM) provides a valuable framework for understanding recruiters' perceptions of innovative technologies, such as AI tools and GenAI. Drawing on the TAM, a model was developed to explain the intention to use AI tools, proposing that perceived ease of use and perceived usefulness influence attitudes toward AI, which subsequently affect the intention to use AI tools in recruitment and selection processes. Two studies were conducted in Portugal to address this research objective. The first was a qualitative exploratory study involving 100 interviews with recruiters who regularly utilize AI tools in their professional activities. The second study employed a quantitative confirmatory approach, utilizing an online questionnaire completed by 355 recruiters. The qualitative findings underscored the transformative role of AI in recruitment, emphasizing its potential to enhance efficiency and optimize resource management. However, recruiters also highlighted concerns regarding the potential loss of personal interaction and the need to adapt roles within this domain. The results also supported the indirect effect of perceived ease of use and perceived usefulness on the use of AI tools in recruitment and selection processes via positive attitudes toward the use of these tools. This suggests that AI is best positioned as a complementary tool rather than a replacement for human decision-making. The insights gathered from recruiters' perspectives provide actionable recommendations for organizations seeking to leverage AI in recruitment processes. Specifically, the findings show the importance of ethical considerations and maintaining human involvement to ensure a balanced and effective integration of AI tools.
引用
收藏
页数:26
相关论文
共 59 条
  • [1] Aggarwal S., 2023, J. Int. Acad. Res. Multidiscip, V11, P2320
  • [2] Akram S., 2024, Pers. Ubiquitous Comput, V28, P961, DOI [10.1007/s00779-024-01826-4, DOI 10.1007/S00779-024-01826-4]
  • [3] The Role of Artificial Intelligence in Recruitment Process Decision-Making
    Al-Alawi, Adel Ismail
    Naureen, Misbah
    AlAlawi, Ebtesam Ismaeel
    Al-Hadad, Ahmed Abdulla Naser
    [J]. 2021 INTERNATIONAL CONFERENCE ON DECISION AID SCIENCES AND APPLICATION (DASA), 2021,
  • [4] Albassam W.A., 2023, International Journal of Professional Business Review, V8, pe02089, DOI DOI 10.26668/BUSINESSREVIEW/2023.V8I6.2089
  • [5] Albert Edward Tristram, 2019, Strategic HR Review, V18, P215, DOI 10.1108/SHR-04-2019-0024
  • [6] Almeida F., 2024, Artificial Intelligence in Production Engineering and Management, P41
  • [7] Azzatillah A., 2024, J. Fokus Manaj. Bisnis, V14, P241, DOI [10.12928/fokus.v14i2.11014, DOI 10.12928/FOKUS.V14I2.11014]
  • [8] Baldassari P., 2017, Gale Acad. Onefile, V40
  • [9] Should we fear the robot revolution? (The correct answer is yes)
    Berg, Andrew
    Buffie, Edward F.
    Zanna, Luis-Felipe
    [J]. JOURNAL OF MONETARY ECONOMICS, 2018, 97 : 117 - 148
  • [10] Recruitment in SMEs: the role of managerial practices, technology and innovation
    Biea, Elena Adriana
    Dinu, Elena
    Bunica, Andreea
    Jerdea, Loredana
    [J]. EUROPEAN BUSINESS REVIEW, 2024, 36 (03) : 361 - 391