Abstract
The burgeoning literature on algorithmic human resource management suggests that its application improves human resource management outcomes and strengthens organisations' proactiveness to people's issues in this new digital era. Despite the significant advancement in algorithm tools in people management, their adoption and continuance usage remains a severe challenge to non-tech-savvy firms. Although there is broad agreement on the tool antecedents that improve technology adoption, most studies viewed technology-led human resource management as a single event, ignoring that acceptance is only a part of the diffusion process. To address this gap, we tested how the technical features of technology (relative advantage, compatibility, and complexity) facilitate its acceptance in the early adoption phase. Also, individual (i.e., user knowledge and attitude) and organisational factors (digital leadership) were examined to determine their role in algorithmic HRM adoption and continuous usage among non-tech-savvy firms. The study employed a quantitative design with empirical data from 165 senior human resource managers from Ghana working in the banking, insurance, media and telecommunication industries. Using structural equation modelling and fussy-set qualitative comparative analysis, we demonstrated 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 continuance usage among non-tech-savvy firms. Our findings have significant implications for organisational heads and HR managers who seek to ensure the smooth transitioning of algorithmic human resource management into their human resource functions.