Adoption of AI in Talent Acquisition: A Quantitative Study on HRM Practitioners Using the Technology Acceptance Model (TAM) | ||
| المجلة العلمية للدراسات والبحوث المالية والتجارية | ||
| Article 39, Volume 6, Issue 1, January 2025, Pages 1289-1316 PDF (1.18 M) | ||
| Document Type: المقالة الأصلية | ||
| DOI: 10.21608/cfdj.2025.352695.2145 | ||
| Author | ||
| بريهان فطين* | ||
| قسم إدارة الموارد البشرية، كلية إدارة الأعمال ، جامعة المدينة عجمان ، الإمارات | ||
| Abstract | ||
| Abstract Using the Technology Acceptance Model (TAM) this study analyzed the adoption of Artificial Intelligence (AI) technologies for talent acquisition processes among Egyptian startups. The research deployed quantitative methods to gather data from 320 HR professionals throughout Egyptian startups. The study evaluated how respondents' perceived usefulness of AI (PU) and perceived ease of use (PEOU) led to attitudes towards the use (ATU) of AI tools which then shaped behavioral intention to use AI (BIU) in recruitment processes. The research analyzed how Perceived Risk functioned as a moderator in the relationship between Perceived Usefulness and Attitude Towards Use while studying how Organizational Culture moderates the link between Perceived Ease of Use and Attitude Towards Use. The research applied Structural Equation Modeling (SEM) using Partial Least Squares (PLS) to carry out data analysis. Studying the relationships indicated that PEOU shows strong impacts on both ATU and PU with PU exerting no direct influence on ATU. Results showed that PR reduced the PU-ATU relationship through a negative moderation while OC enhanced the connection between PEOU and ATU through positive moderation. ATU strongly predicted BIU. Research outcomes advance the comprehension of AI adoption patterns in emerging markets while offering tactical information for startups that want to execute AI solutions for talent acquisition workflows. The study emphasizes three key components to improve talent acquisition with AI by enhancing user interface systems and building innovative company cultures with varied HR feedback mechanisms to reduce risks during implementation. | ||
| Keywords | ||
| Artificial Intelligence (AI) Talent Acquisition; Egypt Startup Ecosystem; Technology Acceptance Model (TAM); Perceived Risk (PR); Organizational Culture (OC) | ||
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