Search results

HR practices are only effective if they are well accepted by employees. The purpose of this paper is to explore the effect of two forms of support on the acceptance of newly introduced HR practices (NHRPs): that of top managers and of supervisors. In addition, the authors analyze how these two forms of support work in conjunction with one another. The authors argue that a lack of consistency between the two impairs NHRP acceptance. The authors also explore variations in acceptance under different organizational climates.

The analysis is based on an original sample of 307 employees from nine multinational companies operating in Spain. Multilevel regression analysis is used to test the hypotheses.

The authors found that top management support, supervisor support, and innovation climate are all predictors of NHRP acceptance. The authors also found that low supervisor support reduces the effect of top management support. Finally, the authors found that innovation climate is not a substitute for management and supervisor support.

The findings suggest that top management and supervisor behavior is critical to gaining employee acceptance of NHRPs, no matter how well designed such practices are or how well they address the needs of the organization and its employees. The findings also indicate that top managers and supervisors should coordinate the introduction of NHRPs, since employees perceive support signals from these two agents not only individually but also in conjunction.

Recognizing that employee acceptance is an important determinant of the effectiveness of HR practices, the authors make a unique contribution to the literature by investigating some critical contextual enablers of acceptance.

Although mobile devices are ubiquitous among employees, their awareness and readiness to use mobile technologies for competence development is still not widespread and therefore requires further exploration. The purpose of this study is to propose a conceptual model based on the unified theory of acceptance and use of technology (UTAUT) to explain the determinants that affect employees’ intention to use mobile devices and software for knowledge transfer during the process of knowledge management.

A conceptual model based on the UTAUT with new variables concerning relative usability (RU) and user autonomy (UA) and new connections between the determinants was developed as a result of a subject matter literature review. A structural equation modelling approach was used to validate the model on the basis of data collected via a survey collected from 371 employees from 21 sectors, both public and private.

The UTAUT model extended by new variables like RU and UA explains employee acceptance of mobile technologies for knowledge transfer reasonably well. New proposed variables highlighted that the usability of technology compared to other solutions and user autonomy in the selection and the use of applications have the strongest impact on the employees’ intention to use mobile devices and software for knowledge transfer.

This model explains the 55 per cent behavioral intention of employees to use mobile technologies for knowledge transfer. Even though it is quite high in terms of acceptance theories, some new variables should be explored. Furthermore, study does not verify whether m-learning acceptance for knowledge transfer is sector-specific.

Mobile technologies used for knowledge transfer by employees should allow for high UA through their ability to select solutions that they find convenient, use of preferred platforms, personalize applications and utilize devices and software in various environments. They should not be simplified and should have the same functionality and efficiency of use as alternative solutions like web and desktop applications, even if additional effort to learn them would be required. Mobile technologies that take into account UA and RU support the process of employees capturing, distributing and effectively using knowledge.

The elaborated model provides a valuable solution with practical implications for increasing mobile technologies acceptance for knowledge transfer. The study results contribute both to knowledge management and technology acceptance research fields by introducing two new determinants for the acceptance of technologies in knowledge transfer, such as UA and RU with several additional connections between existing UTAUT variables.

Many manufacturers are exploring adopting smart technologies in their operations, also referred to as the shift towards “Industry 4.0”. Employees' contribution to high-tech initiatives is key to successful Industry 4.0 technology adoption, but few studies have examined the determinants of employee acceptance. This study, therefore, aims to explore how managers affect employees' acceptance of Industry 4.0 technology, and, in turn, Industry 4.0 technology adoption.

Rooted in the unified theory of acceptance and use of technology model and social exchange theory, this inductive research follows an in-depth comparative case study approach. The two studied Dutch manufacturing firms engaged in the adoption of Industry 4.0 technologies in their primary processes, including cyber-physical systems and augmented reality. A mix of qualitative methods was used, consisting of field visits and 14 semi-structured interviews with managers and frontline employees engaged in Industry 4.0 technology adoption.

The cross-case comparison introduces the manager's need to adopt a transformational leadership style for employees to accept Industry 4.0 technology adoption as an organisational-level factor that extends existing Industry 4.0 technology user acceptance theorising. Secondly, manager's and employee's recognition and serving of their own and others' emotions through emotional intelligence are proposed as an additional individual-level factor impacting employees' acceptance and use of Industry 4.0 technologies.

Synthesising these insights with those from the domain of Organisational Behaviour, propositions were derived from theorising the social aspects of effective Industry 4.0 technology adoption.

Whereas past research has been valuable in explaining how “perceived usefulness” (PU) and “perceived ease of use” (PEU) constructs lead to technology acceptance and refusal behaviors in organizations, it has not explored the antecedents of these two factors. The purpose of this paper is to propose an interpretive approach to the study of front-line employees’ sense making of technological change as well as the understanding of behavioral and psychological origins of PU and PEU.

This study analyses a major transition in work mode induced by an IT innovation implemented within a leading French hospitality company. A qualitative method was employed to answer the research questions. The data were collected using 22 in-depth semi-structured interviews from front-line employees and their line managers in five 4-star hotels in Paris. The participants were asked how they made sense of the technological change and what they consider when they judge the usefulness and the ease of use during the implementation of change.

The analysis revealed that employees’ acceptance of technological change is paradoxical and shaped by a continuous process of sense making when using the IT innovation. The findings also suggest that PU can be explained by factors like job relevance, PEU and output quality. Anxiety, playfulness, perceived enjoyment, objective usability and facilitating conditions were identified as antecedents of PEU.

The paper reports the effect of perceptions of social influence, system characteristics, individual differences and facilitating conditions on PU and PEU constructs in IT adoption process. It is among the first to examine the antecedents of such beliefs in the hospitality industry through the use of a qualitative method. It also shows that that three variables – result demonstrability, computer self-efficacy and social influence process described by subjective norm and image – did not play a significant role in influencing the intensions of using the system through PU and PEU.

Understanding the antecedents of the two key predictors in technology acceptance models allows managers to implement efficient adjustments and interventions in order to positively influence employees’ IT innovation acceptance and use.

This qualitative study contributes to open the black boxes concerning the conceptualizations of PU and PEU. It advances the understanding of the employees’ acceptance of IT innovation.

Introduction: Many organisations nowadays use artificial intelligence (AI) in human resource (HR) activities like talent acquisition, onboarding of new employees, learning and development, succession planning, retention of employees, and automation of administrative tasks. When AI is integrated with HR practices, it helps HR personnel to focus more on the strategic aspects of the HR function and relieve them from routine HR activities.

Purpose: The readiness of employees to accept any change depends on organisational facilitation to change, employee willingness to accept the change, the requirement for change, situational factors, etc. This research studies the factors influencing employees’ change readiness towards acceptance of AI in HR practices. The researchers also strive to develop a conceptual technology adoption model for AI in HR practices by studying the earlier models. Finally, the research explores the acceptance of AI by various service sector employees and identifies whether there is any difference in their acceptance of AI based on demographic variables.

Methodology: A conceptual framework was derived using a combination of previous models, including the Technology Readiness Index (TRI), Change Readiness Scale, Technology Acceptance Model (TAM), Technology, Organization, and Environment (TOE) model, and change readiness scale. A structured questionnaire was designed and distributed to 228 respondents from the service sector based on the conceptual framework. An exploratory factor analysis (EFA) was used to determine the elements that influence employees’ level of change readiness.

Findings: The exploratory results on data collected from 228 respondents show that the model can be used for further research if a confirmatory factor analysis and validity and reliability test are performed. Employees are aware of AI and how it is used in HR practices, based on the study results. Moreover, while most respondents favour using AI in their company’s HR practices, they are wary of some aspects of AI.

The commonly used e-procurement systems still show unsatisfactory implementation outcomes because many organisations are still unable to effectively interpret the initial adoption decision. The e-procurement systems are generally developed at organisational level, but their usage is at individual level, by the employees particularly. This paper examined technology acceptance model’s (TAM) key antecedents, involving e-procurement systems usage by employees in their daily activities. This study aims to examine the impact of factors affecting e-procurement acceptance among users through the mediating role of users’ attitude. The commonly used e-procurement systems still show.

TAM was applied and expanded in this study, in exploring the factors impacting the employees’ e-procurement acceptance. This study used quantitative method, and questionnaires were distributed to 200 users in Jordanian public shareholding firms. The collected data were quantitatively analysed using PLS modelling.

Significant TAM relationships involving e-procurement were affirmed. The expanded TAM in the scrutiny of antecedents showed that content, processing and usability affected perceived usefulness, while perceived convenience did not affect the usefulness factor. Furthermore, it was noticed that perceived ease of use was affected by usability and training, while perceived connectedness was not affected by usability and training.

The results demonstrated the necessity of e-procurement training. Furthermore, at the start of the implementation stage, effective design on system navigation and system usability, and consistent support, could increase use effectiveness and acceptance. Also, expedient information and buyer–supplier product flows should be made available.

Most organizations invest a lot of time and money in installing e-procurement systems to deliver their goods at the right time and at the right price. However, many of these e-procurement systems have failed due to low acceptance among users. Thus, to the best of the authors’ knowledge, this is the first study that used TAM and theory of planned behaviour in examining the effects of perceived convenience, perceived connectedness, content, training, processing and usability factors, in Jordanian firms. Lastly, the focus of this study was on the individual employee’s acceptance, rather than on the organisational-level adoption, as the unit of analysis, to provide insight on how organisations can achieve maximally from e-procurement investments and from other comparable technologies of e-supply chain management.

This paper aims to create a conceptual model that connects learning organizations, service innovation and technology acceptance.

The importance of the interaction of variables benefiting both individuals and organizations has been comprehensively explained by combining two well-known theories – learning organizational theory and service innovation theory – with the technology acceptance model. In the first part of the study, conceptual model has been constructed and then applied to the hospitality industry of which results have been presented in the second part of this paper.

It is hypothesized that learning organization, service innovation and technology acceptance have significant relationships. It is also suggested that the learning organization plays an intermediary role in the relationship between technology acceptance and service innovation. Empirical results in this regard have been presented in the second part of the paper.

The relations have been established and tested in the hospitality industry in Antalya. However, the model can be applied and established relations tested in other industries.

This research contributes to our knowledge of the intricate linkages that exist between learning organizations, technology acceptance and service innovation. Originality of the paper is related to the novel multilayered model illustrating three-way interactions between the three dimensions of learning organization, technology acceptance and service innovation.

Personally owned mobile information and communication technologies (MICT) have been widely and routinely used for work purposes in the post-pandemic workplace. Drawing on adaptive structuration theory for individuals (ASTI), this study investigates the antecedents (i.e. characteristics of MICT) and outcomes (i.e. employee affective and cognitive well-being) of routine MICT use in the remote work context.

The research model was empirically tested via a survey of 430 working professionals who use personal MICT for work purposes in the remote work context.

Results show that the routine MICT use increases employee affective well-being (i.e. job satisfaction) and mitigates cognitive well-being (i.e. technology overload). The mediation effects of routine MICT use on the relationships between its characteristics (autonomy and timeliness) and employee well-being (i.e. job satisfaction and technology overload) were also found.

Existing research on remote work has widely focused on employee productivity and performance, while attention has rarely been paid to the effects of the technology-driven “new normal” on employee well-being. Grounded in ASTI, this study identifies three MICT characteristics as sources of user adaptive structuration, which impact employees' routine MICT use behavior and further influence employee affective and cognitive well-being. This research can help understand employees' personal MICT use adaptive behavior and improve their well-being.

Despite the widespread organisational adoption of e-procurement systems, we continue to witness disappointing performance outcomes from their implementation. This can be explained largely by the failure of many organisations to translate the initial adoption decision, made at an organisational level, into individual-level acceptance of e-procurement by an organisation’s employees. The purpose of this paper is to examine the key antecedents of the technology acceptance model (TAM) for employees expected to use e-procurement systems in their day-to-day activities.

In this study, the authors apply and extend the TAM to examine the factors that influence the acceptance of e-procurement by individual employees. The authors’ focus is on the potential role of user-perceived e-procurement quality dimensions as the antecedents to the TAM’s cognitive mechanisms of perceived usefulness and perceived ease of use. The structural equation model uses the survey data collected from 139 e-procurement users at a university in the Netherlands.

The results confirm the core TAM relationships within an e-procurement context. Extending the TAM model to explore the antecedents, the authors find that the e-procurement quality dimensions of processing, usability, and professionalism impact the levels of individual employee e-procurement acceptance. Interestingly, the system-level dimensions (processing and usability) appear to play a greater role than the support dimensions (professionalism) in these cognitive mechanisms.

The findings indicate that the need for e-procurement training and on-going support may be lessened by initial effective design covering system navigation and system usability and by ensuring that an e-procurement system has expedient information and product flows between the buyer and supplier.

To the authors’ knowledge, this is the first study to explore the TAM and, more critically, its antecedents within an e-procurement context. It is also the first to empirically validate this extended model. Finally, by shifting the focus from the more typical organisational-level adoption to an individual employee acceptance unit of analysis, the authors provide a better understanding of how organisations can gain the most from investments in e-procurement and other similar e-supply chain management technologies.

The purpose of this article is to examine the impact of digital technology (specifically mobile applications) use on employees' perceptions of motivation at work (MW) and job performance (JP).

Survey data were collected from 4,089 employees working in small and medium-sized enterprises (SMEs) registered to Small and Medium Enterprises Development Organization (SMEDO) in Turkey. The relationships were assessed through structural equation modeling with bootstrap estimation.

The results support the proposed framework illustrating the positive effect of perceived usefulness (PU) and perceived ease of use (PEOU) of mobile applications on employees' perceived JP. Findings indicate that MW has exhibited a mediating effect between both PU and JP and PEOU and JP.

This article discusses the accelerating role of coronavirus disease 2019 (COVID-19) pandemic on SMEs' technology acceptance and the acceptance's positive impact on employees' motivation and performance. This article adds to the literature on SMEs by enabling researchers and practitioners to understand the issues in digital technologies acceptance by SME employees and contributes towards enriching the knowledge on technology acceptance perceptions' role in SMEs coping strategies during the COVID-19.