Employee Adoption Research Articles

MOOCs for Reskilling and Upskilling: A Perspective of Employees’ Acceptance

<em>MOOCs have transformed professional development, yet businesses lack data on employee adoption, hindering the optimization of digital learning initiatives. This study investigated factors influencing Saudi Arabian employees' behavioural intentions and MOOC usage across sectors. Utilizing the Unified Theory of Acceptance and Use of Technology (UTAUT)</em> <em>model, we examined how performance expectancy, effort expectancy, social influence, facilitating conditions, and behavioural intention affect MOOC adoption. Online surveys were distributed to 1036 participants from diverse industries using snowball sampling. This research employed the Partial-Least-Square-Structural-Equation-Modelling (P-L-S-S-E-M) approach in two phases. Results indicated that performance expectancy, effort expectancy, and facilitating conditions significantly impact employees' MOOC intentions and usage, while social influence does not. Years of experience and sector moderate these relationships. This research provided empirical evidence and actionable insights for corporations investing in MOOCs, suggesting strategies to address employee needs across sectors and experience levels, foster a supportive organizational culture, and incentivize MOOC usage for professional development and reskilling, particularly among more experienced employees.</em>

Evaluating the Effectiveness of Using Change Management Methodologies to Improve Employee Adoption of New Electronic Healthcare Systems in the Kingdom of Saudi Arabia

Evaluating the Effectiveness of Using Change Management Methodologies to Improve Employee Adoption of New Electronic Healthcare Systems in the Kingdom of Saudi Arabia

Influence of occupational wellness programs on service delivery in faith-based hospitals in Nairobi metropolitan area

This study sought to evaluate occupational wellness programmes on service delivery in faith-based hospitals in the Nairobi metropolitan area. Despite their essential role, faith-based hospitals continuously face challenges, including workforce-related issues such as poor working conditions including working for longer hours, seeing more patients in a day exceeding the 8 recommended by the World Health Organization (WHO), high rates of absenteeism, lack of critical services, depression and other mental illness as well as drug and substance abuse. These occurrences affect service delivery. The study adopted descriptive survey and correlational research designs and targeted employees in faith-based hospitals in the Nairobi metropolitan area. The study used stratified random sampling to select 297 respondents. Primary data was obtained using a questionnaire. Descriptive and inferential statistics were used to analyse data. Descriptive statistics included frequencies, mean, standard deviation and percentages. Results were presented in tables. The study established that there was agreement among the respondents on the adoption of employees’ occupational wellness programmes in the Nairobi metropolitan area. The study thus concluded that employees’ occupational wellness programmes had a significant influence on service delivery in faith-based hospitals in the Nairobi metropolitan area.

Employee perception of electronic human resource management and COVID-19 restrictions in public organizations: the experience of Ghana Revenue Authority, Bono Region

AbstractThe purpose of this study was to find out what measures were taken to manage human resources during the COVID-19 pandemic by the Ghana Revenue Authority in Ghana. This was necessary because, even though electronic human resource practices have been implemented in most public organizations in the country, it was uncertain whether or not these practices were vital in delivering public service during the peak of the pandemic at the regional level due to government restrictions implemented to curb the spread of the virus. The study used 78 employees of the Ghana Revenue Authority in the Bono Regional Office of the Ghana Revenue Authority. The study used inferential statistics by employing Pearson correlation and multiple regression techniques to test the effect of employee perceptions, electronic human resource management practices, and COVID-19 practices on electronic human resource adoption. The findings revealed that e-human resource practices had the strongest effect on e-human resource adoption with a beta value of 0.781 and a p value of 0.000, followed by employee perception with a beta value of 0.272 and a p value of 0.004. Significantly, the entire effect of the COVID-19 practices was statistically insignificant yet positive. Overall, the four regression models were significant (p < 0.01), with the fourth model indicating R2 to be 0.677 points. Based on the findings, the study recommends that the Ghana Revenue Authority focuses more on transformational human resource management strategies to increase employee adoption of electronic systems. Furthermore, it is suggested that the organization includes employees in new technologies that improve their performance. Our findings are significant because the outbreak of COVID-19 made scholars focus more on flextime, health and safety, and remote working practices. Little has been done to determine whether or not the new normal has impacted how electronic human resource practices have been implemented in public sector organizations compared to the private sector. So, this study stands out as one of the critical studies in electronic human resource management practices in sub-Saharan Africa. Graphical Abstract

Chemical firms will standardize digital platforms

The chemical industry has invested heavily in information technology over the past 5 years, implementing a framework on which to convert most if not all of its operations to digital ones. Digitalization , as it’s called, has moved into a new phase of consolidation and standardization that will likely define IT strategies this year. “I think in ’23 we will see chemical companies pushing their digital strategies to scale, by which I mean moving from one-off proof of concepts here and there to enterprise-wide impact,” says Adam Rothman, an analyst at Boston Consulting Group. The effort, he says, will emphasize employee adoption of digital tools. David Yankovitz, a chemical analyst at Deloitte, says companies will capitalize on years of heavy investment in core IT infrastructure—projects that have introduced mobile devices, sales portals, and a shift of enterprise computing to the cloud. Rothman and Yankovitz concur that the next phase of

UTAUT2 Model to Investigate the Adoption of E-HRM in the Telecommunication Sector

Because of internal dynamics and external influences, employee adoption of e-HRM in developing countries is minimal. To provide a good working experience for e-HRM users, it is necessary to investigate what variables could be influencing adoption. Consequently, the present research is focused on discovering the reasons why the telecommunications sector in Jordan may or may not use e-HRM systems. The Unified Theory of Acceptance and Use of Technology 2 (UTAUT2) was used to generate and define the factors that would be tested experimentally to attain this goal. In this study, we looked at the factors of e-HRM adoption behavior, and we predicted that all of these characteristics had a beneficial impact on the behavior of the telecommunications sector employees. Employees of three private companies which represent the telecommunications sector in Jordan have been given a self-reported questionnaire to complete. SPSS version 25 was used for data analysis. The findings show that e-HRM adoption behavior is favorably influenced by performance expectancy, facilitating conditions, and social influence. In this research, the adoption of e-HRM was not significantly impacted by Effort Expectancy or Hedonic Motivation. Using e-HRM suggests that workers aren’t really worried about the degree of conformity and satisfaction it provides. Using the conceptual model, companies may better understand the factors that influence the adoption of e-HRM by their workers, as well as pinpoint areas in which further effort can be made to improve adoption rates.

Firms’ adoption of CSR initiatives and employees’ organizational commitment: Organizational CSR climate and employees’ CSR-induced attributions as mediators

Using a multilevel cognitive approach, this study elaborates how firms’ adoption of corporate social responsibility (CSR) initiatives influences employees’ organizational commitment. This study integrates both strategic human resource management (SHRM) and attribution theory to explain the cognitive process by which objective CSR initiatives work as social cues to initially shape a firm’s organizational CSR climate, which then affects individuals’ explanations of the motives behind CSR initiatives (i.e., CSR-induced attributions). Finally, employees’ CSR-induced attributions will influence employees’ organizational commitment. Data were drawn from survey and archival data and were collected in two waves. A multilevel structural equation modeling (MSEM) analysis of data collected from 474 employees of 25 firms supported most of our hypotheses. The results revealed that organizational CSR climate and employees’ CSR-induced intrinsic attribution could serially mediate the relationship between firms’ CSR adoption and employees’ organizational commitment. Theoretical and managerial implications are also discussed.

Building a resilient workforce for tomorrow by investing in the employees of today

Building a resilient workforce with the ability to navigate the increasing rate of change in the financial services operations sector requires investment in an organisation’s employees. This paper explains how leaders can proactively engage employees in the process of transitioning to a more digitised ecosystem while sustaining or improving employee adoption and retention. It highlights how an operating model, culture and diverse approach to talent development can enable an organisation to transition smoothly into a more streamlined service delivery model without losing the institutional knowledge that its employee base possesses.

Adoption and use of AI tools: a research agenda grounded in UTAUT

This paper is motivated by the widespread availability of AI tools, whose adoption and consequent benefits are still not well understood. As a first step, some critical issues that relate to AI tools in general, humans in the context of AI tools, and AI tools in the context of operations management are identified. A discussion of how these issues could hinder employee adoption and use of AI tools is presented. Building on this discussion, the unified theory of acceptance and use of technology is used as a theoretical basis to propose individual characteristics, technology characteristics, environmental characteristics and interventions as viable research directions that could not only contribute to the adoption literature, particularly as it relates to AI tools, but also, if pursued, such research could help organizations positively influence the adoption of AI tools.

Artificial Intelligence (AI) adaptation: Analysis of determinants among Small to Medium-sized Enterprises (SME’s)

Implementation of Artificial Intelligences changes the way of doing business in small and medium enterprises. The determinants for success or failures for implementation of artificial intelligences systems in small firms remain very unclear in India. Hence, the paper attempts to analyse various perceptive of AI implementations from a management point of view. Data analysis was carried out of 167 small and medium firms located in Karnataka state (India) from two tier towns. Existing literature review revealed top management’s commitment, organisational readiness, external support, employee adoption and competitive pressure influence adoption of artificial intelligence technologies substantially. The study confirms influences of AI technology in small and medium firm’s management. Clear understanding of drivers for AI implementation helps managers and owners of SMEs to take up appropriate initiatives. The results provide assorted perceptive to AI services providers to integrate business proposals for small and medium enterprises needs.

The role of mindful organising in relation to innovation adoption of employees in logistics

Introduction: Due to fast technological changes organisations need to innovate to remain economically viable. However, many innovations do not get implemented. This study examines innovation adoption of employees as one of the factors responsible for unsuccessful implementation. The assumption is that mindful organising positively associates with innovation adoption. The study looked into the role of mindful organising of employees, which includes resilience, as well as organisational and individual characteristics in relation to innovation adoption, i.e., the actual use of innovation by employees. Methods: Managers of 110 Dutch organisations from the transport and logistics sector took part in a survey in May 2017. They were asked to evaluate the behaviour of the employees they are supervising. The dependent variable was the actual use of innovation, as indicator of innovation adoption. Independent variables were mindful organising, workplace innovation, supportive leadership, and perception of innovation (perceived usefulness, perceived ease of use, and subjective norm). Data was analysed using multiple regression (path analysis). Results: Workplace innovation, voice and perceived ease of use have a direct relation with actual use of innovation by employees (i.e., successful innovation adoption), according to the answers provided by their managers. Mindful organising is related with all aspects of perception of innovation: perceived ease of use, perceived usefulness and subjective norm, i.e., the influence of important others (e.g., managers and co-workers). Mindful organising has an indirect influence on the actual use of innovation via perceived ease of use of innovation. Supportive leadership has a relation with perceived usefulness and subjective norm, and an indirect influence on actual use of innovation via perceived usefulness. Conclusion: Mindful organising (including resilience), workplace innovation, perceived usefulness and perceived ease of use associate with innovation adoption. The practical implication is that, besides making sure that innovation is perceived as useful and easy to apply, management needs to ensure there is an environment that fosters mindful organising and gives employees sufficient room to express their opinion in the team in the process of renewal, if innovation is to be adopted by employees, and eventually implemented effectively in organisations. Apart from mindful organising attention for workplace innovation, i.e. a combination of high job autonomy, high team voice and involving operational employees in decision making, is of significant importance. While mindful organising refers to the organisational culture, workplace innovation particularly stresses organisational design elements (Oeij, Rus and Pot, 2017).

E-government adoption among employees in India: a qualitative approach

E-government main goal is sharing information and providing quality services at minimal cost, enhancing communications, making the system transparent and efficient. E-government has numerous benefits, but there are many challenges to implement e-government. The government spends tremendous sums of money on the implementation of e-government services to support citizens, but the effectiveness of these projects depends very much on the adoption of employees. Very limited attention has been paid for understanding the adoption of e-government by employees. This research has attempted to identify those factors which have not been reported in the previous studies by using the qualitative analysis technique. From the analysis of the participants' interviews, nine major themes have emerged which reflects the influencing factors of e-government adoption among employees. The nine themes are perceived determinant value, administrative issues, organisational dynamics, physical and technological resources, e-government website, attitude to use, trust issues, exogenous factors, and auxiliary services.

Exploring the Role of Participation in Government Employees' Adoption of IT

Employee participation in IT projects is considered to be a critical IT adoption factor in the public sector. However, research into the impact of participation on government employee adoption of IT is very limited. Therefore, this study investigates the role of participation in government employee adoption of IT. A qualitative research study was carried out and project managers were interviewed. Additionally, employees who participated in the introduction of the e-file in Germany were also interviewed. The findings reveal that information and communication, training and support, and active participation in project groups, the formal participation of the staff council and the exchange of experiences between governmental agencies all have a potential positive impact on government employee adoption of IT. However, managers have key positions in this context. Furthermore, barriers to participation, such as the lack of resources as well as a lack of willingness and qualifications, are also discussed.

How Different Forms of Social Capital Created Through Project Team Assignments Influence Employee Adoption of Sustainability Practices

Can social capital created through project assignments increase the diffusion of sustainability practices, and if so, what types of social ties and conditions are likely to be most effective in doing so? We use a mixture of survey and qualitative evidence from a social network at a large organization, The Nature Conservancy, to help answer these questions. Our analysis supports the argument that cross-organizational unit ties promote adoption of complex practices by having the benefits of both external and internal ties (i.e., exposure to novel practices and on-the-job social learning experiences, respectively). Specifically, staff learned new sustainability practices from project teammates in other organizational units who were already employing sustainability evidence-based practices. Thus, a practical and cost-effective way to promote organizational learning for sustainability may be to strategically form cross-organizational unit project teams that include sustainability practice innovators. Internal fellowships and short-term assignments may be other effective ways to do this.

Innovation adoption of employees in the logistics sector in the Netherlands: The role of workplace innovation

In this study we examine individual behavioural and organisational predictors of innovation adoption amongemployees in the transport and logistics sector in the Netherlands. The framework of the study is based on theories of planned behaviour and workplace innovation. Based on a survey of 224 respondents, we see that employees who are expressing innovative behaviour, are feeling engaged in the process of innovation development and implementation, and are stimulated to contribute in the team or department’s meetings, also have a positive perception of innovation. Ease of use and subjective norm are key elements related to the actual use of innovation, i.e., innovation adoption. The role of workplace innovation, that is engagement of employees in decision making and giving them voice in the process of innovation development and innovation, is highly relevant for successful implementation of innovation.

Transformational leadership and innovation adoption: Is there a moderation role of personal initiative and job control?

Hospital managers and chief physicians, but also doctors and nurses, in an effort to face constant changes, are involved in innovation. This study examines if transformational leadership style is related to adoption of employees’ suggestions, and if personal initiative and job control moderate this relationship. Nurses, doctors, and auxiliary and technical collaborators (n = 137), of an Italian public hospital, participated in this study. Results show that transformational leadership was correlated to innovation adoption but, when examined moderators were included in the analysis, the relation was no more significant. Personal initiative and job control did not moderate the relationship between transformational leadership and innovation adoption but they do have a significant direct effect on innovation adoption. Findings suggest that innovation in hospitals is more related to personal variables, like personal initiative and job control, rather than to transformational leadership.

Winning at all costs: An exploration of bottom‐line mentality, Machiavellianism, and organisational citizenship behaviour

AbstractThis study seeks to advance the bottom‐line mentality literature by exploring an antecedent and outcome of employee bottom‐line mentality. We build and test a moderated‐mediation model by arguing that the personality trait of Machiavellianism promotes an employee's adoption of a bottom‐line mentality. Moreover, drawing on trait activation theory, we argue that this relationship is fully activated when the employee perceives that the organisation endorses a bottom‐line mentality. To expand our theoretical model, we also suggest that employee bottom‐line mentality inhibits organisational citizenship behaviour directed towards co‐workers. Lastly, we investigate whether an employee's perception of an organisation's bottom‐line mentality conditionally moderates the indirect effect of Machiavellianism on organisational citizenship behaviour directed towards co‐workers through the mediated mechanism of employee bottom‐line mentality. Our theoretical model is tested across two distinct studies. Study 1, a field study conducted within a variety of organisations, provides evidence for our initial predictions (Hypotheses 1 and 2). Study 2, a multisource field study conducted in multiple industries, replicates and extends the findings from Study 1 by providing evidence for the entire moderated‐mediation model. We find support for our hypothesised model across both studies. Implications for theory and practice are discussed, and suggestions for future research are identified.

Innovation adoption of employees in logistics: individual and organisational factors related to the actual use of innovation

Introduction: Due to fast technological changes organisations need to adjust by innovations to remain economically viable. However, as innovations do not always pass the implementation phase, this study examines innovation adoption of employees. The assumption is that workplace innovation positively associates with innovation adoption. The study looked into the role of employee perception of innovation, as well as organisational and individual characteristics in relation to actual use of innovation by employees. Methods: Managers of 110 Dutch organisations from transport and logistics sector took part in the survey in May 2017. They were asked to evaluate the behaviour of the employees they are supervising. Dependent variable was the actual use of innovation as indicator of innovation adoption. Independent variables were organisational factors (workplace innovation), individual factors (innovative behaviour, risk taking behaviour) and perception of innovation (visibility of results, perceived usefulness, perceived ease of use, and subjective norm). Data was analysed using multiple regression (path analysis). Results: Workplace innovation, ease of use of innovation and perceived usefulness of innovation have a direct relation with actual use of innovation by employees, according to the answers provided by their managers. Innovative behaviour has an indirect relation with actual use of innovation, as the relation is via perceived ease of use and perceived usefulness of innovation. Conclusion: Workplace innovation and innovation related behaviours associate with innovation adoption. The practical implication is that, besides making sure that innovation is easy to use and is perceived as useful, management needs to ensure there is employee engagement in the process of renewal, if innovation is actually to be adopted by employees, thus implemented effectively in organisations.

Innovation adoption of employees in logistics: individual and organisational factors related to the actual use of innovation

To remain economically viable organisations need to innovate. This survey study examined the role of employee perception of innovation (visibility of results, perceived usefulness, perceived ease of use, and subjective norm), as well as organisational (workplace innovation), and individual characteristics factors (innovative behaviour, risk taking behaviour) in relation to the actual use of innovation by employees (innovation adoption). Managers of 110 Dutch organisations from transport and logistics evaluated the behaviour of their employees. Multiple regressions (path analysis) showed direct relations between workplace innovation, ease of use of innovation and perceived usefulness of innovation on the one hand and innovation adoption on the other. Innovative behaviour has an indirect relation with innovation adoption, via perceived ease of use and perceived usefulness of innovation. The practical implication is that management needs to ensure employee engagement in the process of renewal, if innovation is to be adopted by employees.

Empowerment Across Cultures Revisited: How 'Bunkhun' Shapes MNC Practice Adoption in Thailand

This paper examines the employee adoption of a corporate empowerment initiative transferred into the Thai-based subsidiary of a Western security services MNC. We document how an interlocking set of...