The role of digital leadership: algorithmic human resource adoption and its continued use among human resource managers

Abstract

Purpose: Although there is broad agreement on the technological antecedents that improve technology adoption, most studies viewed technology-led human resource management as a single episode, ignoring that acceptance is only a part of the diffusion process. The study explored how the technological consequences of algorithmic human resource management (relative advantage, compatibility and complexity), the individual (i.e., user knowledge and attitude) and organizational factors (digital leadership) facilitate its adoption and continuous usage among human resource management professionals. Design/methodology/approach: The study employed a quantitative design with empirical data from 165 senior human resource managers working in Ghana’s banking, insurance, media and telecommunication industries. Findings: Results from the structural equation modelling revealed that, besides the technical aspects of algorithmic human resource management (i.e., relative advantage and compatibility), user knowledge, attitude and digital leadership become exceedingly central in easing its adoption and ensuring its continued use among non-ride-hailing firms. Originality/value: The findings have significant implications for organizational heads and human resource managers who seek to ensure the smooth transition of algorithmic human resource management into their human resource functions.