Exploring Technology Acceptance and Planned

Behaviour by the Adoption of Predictive HR

Analytics During Recruitment

Thomas Peisl1 and Raphael Edlmann2(&)

1
Department of Business Administration, University of Applied Science,
Am Stadtpark 20, 81243 Munich, Germany
[email protected]
2
Edinburgh Business School, Heriot-Watt University, Edinburgh, Scotland, UK
[email protected]

Abstract. This research aims to investigate the technology acceptance and use
behaviour of hiring mangers when it comes to the adoption of predictive human
resources analytics during recruitment. Additionally, this paper discusses the
identification of dishonest behaviour to increase the job offer success during
algorithm-based data screening. In the age of digital transformation, researchers
and practitioners explore the possibilities of predictive analytics in human
resource recruitment. Predictive data modelling enables hiring managers to
discover attrition, reduce cognitive bias, and identify the compatibility between
job candidates and organizational environments. The unified theory of tech-
nology acceptance and usage (UTAUT) will be used to identify the intention
and use behaviour of hiring managers when it comes to the application of
predictive HR analytics. It will also be explored how the actual system use
impacts key recruitment performance indicators. The structural relationships of
the UTAUT model will be examined by an empirical questionnaire and a partial
least square structural equation model (PLS-SEM). To predict the misrepre-
sentation and dishonesty practised by job candidates during algorithm-based
data screening, the theory of planned behaviour is applied in conjunction with
semi-structured interviews. This research uncovers to what degree human
resource managers trust, accept, and integrate predictive HR analytics in daily
routine. Further, data modellers and researchers should be able to test, improve,
and optimize future machine-learning algorithms based on the dishonest beha-
vioural themes identified in this research study. Finally, this research will show
how software process improvement (SPI) initiatives can be constantly improved
by machine learning algorithms and user group requirements.

Keywords: HR analytics
Machine learning
Big data

1 Introduction

Digitization and the emergence of new technologies in the past fundamentally reshaped
operational and decision-making processes for organizations. During the digital age
boom, one of the major technological trends in human resource (HR) management is

© Springer Nature Switzerland AG 2020

M. Yilmaz et al. (Eds.): EuroSPI 2020, CCIS 1251, pp. 177–190, 2020.
https://doi.org/10.1007/978-3-030-56441-4_13
178 T. Peisl and R. Edlmann

the analysis of large datasets based on a computational foundation [1, 2]. In a highly
volatile environment, where markets continuously demand different work ethics and
skills, HR managers are encouraged to optimize their hiring decisions during the
recruitment process [3].
Previous research emphasized the negative effects for organizations whenever HR
managers hired wrong candidates. Poor recruitment decisions lead to a financial loss
(e.g. recruitment initiatives, salary, training, etc.) and at the same time high staff
turnover rates have a negative effect on the overall productivity and performance of the
organization [4]. To improve the decision-making process during recruitment, tech-
nology vendors and researchers explore the opportunities of big data analytics.
In terms of HR management, big data analytics try to identify patterns and corre-
lations within large datasets to provide a better basis for decision-making processes [5–
7]. Moreover, big data analytics aim to reduce efforts such as candidate screening,
selection, and retention. While the screening of candidates during the applicant-
selection process for each vacancy is very costly and time-consuming, HR profes-
sionals can enhance their productivity by using predictive HR analytics [8].
By using statistical, data mining, machine learning, and AI techniques, predictive
analytics use current and historical data to predict future events. Organizations can use
these insights to remain proactive through all stages of the employee lifecycle [9]. If,
for example, hiring managers try to occupy open positions, data mining and AI
algorithms can be used to autonomously find a match between the resumes and job
requirements of applicants [10]. Moreover, by the analytical evaluation of current and
historical data, such as experience, role maturity, manager ratings, and promotion
status, organizations can calculate the probable risk of attrition. In this regard, the HR
department can decide to offer appealing job positions to retain employees who are
willing to shift [11].
While the opportunities relating to predictive analytics during recruitment has been
explored, technology acceptance, usage of user groups, and the actual impact on
business performance are yet to be examined. This gap leads to the following research
questions: RQ1: What drives the intention of HR managers to use predictive HR
analytics during recruitment? RQ2: What is the impact of predictive HR analytics on
key HR performance indicators?
Despite the opportunities that come along with predictive HR analytics during the
hiring process, potential barriers should be considered. At a low job offer success rate,
the candidates can intentionally corrupt their data to increase the probability of getting
the job. This leads to unreliable results, which might be considered during the hiring
process. Machine learning, which aims to optimize the process performance based on
past information from datasets, must continuously be improved to deliver reliable
results [8]. While different application scenarios and potentials of predictive HR ana-
lytics have been explored, dishonest actions by job candidates to overcome algorithms
during recruitment are yet to be investigated further. This gap, in turn, leads to the
following research questions—RQ3: What drives the intention of job candidates to
perform a behaviour when it comes to profiling algorithms? RQ4: How can machine-
learning processes be optimized when it comes to misrepresentations of job candidates
on resumes and career-oriented social media profiles? While digital transformation
brings a wind of change inside the organization, it also requires commitment and
 Exploring Technology Acceptance and Planned Behaviour 179

engagement of the people involved in the process [12]. To improve software design
methods, researchers and practitioners show a great interest in how people respond to
new technology [13]. While algorithm-based HR decision-making might reduce the
potential biases of HR managers during recruitment, challenges arise in terms of ethical
awareness, personal integrity, and compliance [14]. Therefore, the level of technology
acceptance of HR managers plays an important role when it comes to hiring decisions
based on computational algorithms.

2 Data-Driven Human Resource Recruitment

HR recruitment is the process of attracting and hiring the best possible job candidates
for a job position in a cost-effective and timely manner. The process consists of
attracting, screening, selecting, hiring, and integrating applicants into the environment
of an organization [15]. While external recruiting methods focus on integrating new job
candidates from the labour market, internal recruiting tries to fill open vacancies by
people who already work for the organization [16].
Predictive HR analytics is a systematic predictive modelling approach that applies
sophisticated statistics and quantitative analyses techniques on existing data relating to
HR people. This predictive modelling approach is sometimes linked with computa-
tional data science techniques such as data mining, AI, and machine learning [17]. To
support evidence-based decision-making during recruitment, these data-driven tech-
niques also apply social science theories to reduce the biases and wrong perceptions of
hiring managers [18–20]. Finally, the superior goal of predictive HR analytics in the
context of recruitment is to improve decision-making, increase efficiency, and create a
positive impact on key performance indicators.

2.1 Predictive Algorithms to Identify Personality Traits from Online

Social Networks
Information system researchers have developed and evaluated predictive algorithms
that try to identify personality traits from career-oriented social media profile data.
Through empirical research it is investigated if there exist linkages between personality
traits from the five-factor model and social media attributes. Afterwards, the empirical
results are used to evaluate which algorithmic method (e.g. decision-tree process,
artificial neural networks etc.) is the best to identify and predict personality traits from
social media profile data. The most suitable algorithm has an accuracy between 31.4
and 46.2 [21].
Gou, Zhou and Yang tried to automatically derive personality traits from Twitter
messages. This experimental research allowed the study participants to log in to a
designed system which collected the most recent 200 public tweets. Next, a compu-
tation algorithm inferred personality traits from their messages based on a lexicon-
based approach that calculated correlations between personality traits and word cate-
gories. Finally, the participants were asked how well each derived personality trait
matched their own perceptions. The mean values of all ratings for the big five per-
sonality were above 3 (“somewhat”) [22]. These results showed that social-media
180 T. Peisl and R. Edlmann

platforms can have valuable data when it comes to the prediction of personality traits.
In terms of recruitment, these metrics can be used to identify a match between orga-
nizational culture and people’s personalities.
A person–organization environment (P-OE) fit is given when people and work
environment characteristics are well matched [23]. The P-OE model consists of a
person–organizational (P-O) fit, which is the compatibility between people and the
organization, a person–group (P-G) fit, which is the compatibility between people and
their work groups, and a person–job (P-J) fit, which is the match between people’s
abilities and job requirements [24, 25]. Based on this, the design of recommender
systems for online social network recruiting has become important in recent years [26].
E-Recruitment systems can apply the findings of predictive analytics in terms of per-
sonality traits to achieve a higher fit between the organization environment and the job
candidate. In 2017, Buettner created an electronic recruitment framework for online
social network recommender systems which considers the social context in the form of
the personality traits of job candidates (Fig. 1).

Fig. 1. E-recruitment framework [21]

Based on the P-OE score a candidate ranking can be created. Depending on the
requirements of the job position, recruiters can set filter criteria to shortlist the can-
didates. This shortlist would support recruiters to compare the candidates in a rational
and consistent way [27]. Moreover, it would support them to make an unbiased hiring
decision.
Following this approach, Buettner emphasizes, other than recruitment, the value-
added potential. Therefore, the P-OE score can also be used to identify gaps for
employee development and retention. Additionally, organizations can plan initiatives
for team and organizational development [28].
 Exploring Technology Acceptance and Planned Behaviour 181

2.2 Employee Retention by Predicting Risk of Attrition

Predictive analysis in terms of attrition aims to identify employees who are willing to
relocate. Moreover, HR managers can improve their internal recruitment by offering
these employees valuable open job positions. In this relationship, HR departments can
reduce staff turnover rates by the adoption of predictive HR analytical and machine-
learning approaches.
It is important to identify employee attrition in an organizations’ predictive data
modelling. Since the reasons for which an employee chooses to leave the company can
vary between organizations, datasets should be analysed individually. Vasa and
Masrani conducted an experimental research study, where a sample dataset of 15,000
employees has been analysed [29]. This dataset contained details of all the employees
who stayed as well as left the company. The main attributes examined in this context
were the number of working hours, the number of projects worked on, and salaries. In
all, 24% of the employees left the company and 76% stayed. Based on this sample data,
the researchers applied and compared the accuracy of different machine-learning
algorithms (e.g. logistic regression, decision tree etc.) to choose a predictive model for
the future [29].

Fig. 2. Predictive modelling approach to foresee the employee turnover [29].

182 T. Peisl and R. Edlmann

The predictive conclusion of this experimental research was that the turnover rate
increased if the employees were overworked, under-performed, or had better job
opportunities. Moreover, it was identified that most of the employees with low and
medium salaries left the company. Finally, the random forest algorithm has been
proved as the most reliable classifier [29].
This predictive modelling example shows that organizations can fill vacant posi-
tions by identifying people with the risk of attrition. Moreover, decision-makers can
take appropriate measures to confront possible problems that may lead to attrition.

2.3 Technology Acceptance and Use Behaviour of Predictive HR

Analytics
Recent research has shown the opportunities of predictive modelling for internal and
external recruitment activities. HR predictive analytic tools are designed to optimize
performance, thereby generating a higher return on investments based on better
decision-making [30]. However, it has not been explored how much HR practitioners
trust, accept, use, and integrate predictive HR analytics in their daily routine.
User acceptance is defined as the willingness of a user group to apply information
technology for tasks for which it has been designed. Several research observations have
shown that there is often a deviation between the actual and planned usage of infor-
mation technology [31]. To improve software creation and implementation, it is
important to note how technology is being used by a user group and to what degree it
affects its key performance indicators.

2.4 Predicting Dishonest Behaviour of Job Candidates to Improve

Machine- Learning Algorithms
A conducted survey among 3,500 employers showed that 88% of recruiters, hiring
managers, and HR staff caught misrepresentations presented through applicant’s
resume [32]. According to the participants, the most common lies were information
regarding skills and abilities, embellished responsibilities, employment dates, job title,
academic degree, companies worked for, and awards [33].
Henle, Dineen and Duffy reported that resume fraud negatively impacts job per-
formance [34]. To improve machine-learning algorithms in terms of predictive HR
analytics, it is important to know how user groups adjust their behaviour if they know
that resume and social media profile screening is done by computational algorithms.
The identification of dishonest behavioural patterns of job candidates enables infor-
mation systems and computer scientists to test the accuracy of different machine-
learning algorithms in terms of predictive HR data modelling.

2.5 Contribution to Software Process Improvement (SPI)

One core value of SPI is the active involvement of people. Furthermore, it is recom-
mended to have a right mix of competences on board (e.g. functional experts) to
improve parts of the process which affects daily activities of the people involved [12].
 Exploring Technology Acceptance and Planned Behaviour 183

Technology acceptance and use behaviour research enables SPI teams to consider
user group requirements during the SPI planning phase. Since usability can be con-
sidered as an essential factor of quality, return on investments (ROI) of SPI initiatives
can be realized earlier as expected.
However, while SPI encourages practitioners to involve people of the organization
to increase competitiveness it is also important to consider external stakeholders which
might have an indirect impact on the software improvement process [12]. In times of
machine learning and AI, software processes can be constantly improved by detecting
meaningful data patterns of external stakeholders. In this context, predictive HR data
modelling can be further developed by considering behavioural patterns of potential job
candidates.

3 Theoretical Framework

The unified theory of technology acceptance and usage (UTAUT) model is widely used
in the field of information systems and technology adaption research [35, 36]. This
theoretical framework will be used to identify the driving factors for HR managers
when it comes to technology acceptance and use of predictive HR analytics.
The theory of planned behaviour has often been used by researchers to predict
human behaviour in terms of technological adoption [37]. This theoretical framework
will be used to predict the dishonest behaviour of job candidates when it comes to
misrepresentations in resumes to increase job offer success.

3.1 Unified Theory of Technology Acceptance and Usage

The goal of the UTAUT model is to describe technology acceptance and use from the
user’s perspective. The model unifies eight theories in the field of individual acceptance
and technology use [38, 39].
The similarities between the unified models and theories resulted in the derivation
of four constructs that are essential for this study. Performance expectancy is defined as
the expected benefits received by an individual through the use of a technology for a
certain purpose, while effort expectancy is conceptualized as the degree of ease. In this
regard, this study wants to find out if predictive HR analytics are used because of better
performance and usability. Social influence describes if an individual gets influenced
by their social environment (e.g. peer groups, competitors etc.) while using a tech-
nology. Finally, facilitating conditions are defined as the degree to which resources and
support are provided. Behavioural intention describes the intention of users to use a
technology, while use behaviour illustrates how the technology is being used in
practice [35, 36]. Time to hire, hire cost, and quality of hire are the main HR
recruitment key performance indicators—these are considered together to investigate
the impact of use behaviour on recruitment activities.
Age, gender, and experience have been chosen as moderator variables for this
study. Gender and age moderate performance expectancy—this means that perfor-
mance expectancy varies according to the differing expectations of men as well as
women. Gender, age, and experience moderate effort expectancy. In terms of effort
184 T. Peisl and R. Edlmann

expectancy, usability and the ease of use depend on the experience of an individual
when they use a certain technology. The social environments of user groups are
influenced by age, gender, and experience. Finally, facilitating conditions only get
moderated by age and experience. Intangible resource assets, such as knowledge and
the current level of education, depend on age and experience [35, 36].
Each structural relationship in the model will be tested by hypotheses (H1 – H8).
Each driving factor is assumed to be positively associated with behavioural intention
(H1 – H4). Behavioural intention is positively linked with use behaviour (H5), which
again is positively linked with time to hire, hire cost, and quality of hire (H6 – H8).
Figure 3 illustrates the structural equation model (SEM) based on an extended version
of the UTAUT framework.

Fig. 3. SEM based on an extension of the UTAUT framework [36].

The structural relationship between performance expectancy and behavioural

intention (H1) will provide information if hiring managers and recruiters expect a
benefit by using predictive HR analytics during recruitment. The impact of effort
expectancy on behavioural intention (H2), on the other hand, will be tested to find out
what kind of effort hiring managers and recruiters expect by using predictive HR
analytics.
Additionally, the impact of social influence on behavioural intention (H3) will
provide insights if hiring managers and recruiters are influenced by important others
(e.g. competitors, peer groups etc.). The impact of facilitating conditions on beha-
vioural intention (H4) shows if hiring managers and recruiters expect to have sufficient
resources and support during the usage of predictive HR analytics.
The relationship between behavioural intention and use behaviour (H5) shows if
predictive HR analytics are used as intended. Finally, the relationship between use
 Exploring Technology Acceptance and Planned Behaviour 185

behavior, time to hire, cost of hire, and quality of hire (H6 – H8) shows how the actual
usage of predictive HR analytics impacts HR key performance indicators.

3.2 Theory of Planned Behaviour

Central to the theory of planned behaviour is the intention of an individual to perform a
given behaviour. The theory consists of three independent determinants that are linked
with intention and used for this study. The first is the attitude towards the behaviour.
This describes the degree to which a person has a favourable or unfavourable evalu-
ation when it comes to planned behaviour. In the context of this study, job candidates
can evaluate their accessible beliefs and link their planned behaviours with specific
outcomes (e.g. actions to increase job offer success rate) [40].
The second predictor is the subjective norm and describes the perceived social
pressure of an individual whether to perform or not perform a certain behaviour. The
last predictor is called perceived behavioural control and refers to non-motivational
factors like availability of requisite opportunities and resources (e.g. abilities, collab-
oration with others, money, etc.). This non-motivational factor represents the perceived
ease or difficulty of performing a behaviour; it describes the behavioural control of a
job candidate. Finally, intentions are described as the motivational factors that influence
a certain behaviour. Here behaviour refers to misrepresentation of resumes and social
media profiles by job candidates to increase job offer success [40] (Fig. 4).

Fig. 4. Theory of planned behaviour.

186 T. Peisl and R. Edlmann

4 Methodology

The research study will follow a quantitative and qualitative mixed-method approach.
The quantitative approach is deductive—the UTAUT model serves as a theoretical
foundation to analyse the structural relationships between the latent variables based on
a partial least square’s structural equation model (PLS-SEM). The empirical data
matrix for the PLS-SEM model will be provided by a questionnaire distributed among
hiring managers and recruiters. The reason for choosing PLS-SEM is the possibility to

Fig. 5. Extension of the predictive modelling approach

 Exploring Technology Acceptance and Planned Behaviour 187

evaluate formative and reflective constructs within a single observed measurement

model. While the basic UTAUT model has reflective constructs, key HR performance
indicators can be formative. Finally, based on PLS-SEM calculation, the hypotheses
(H1 – H8) will be tested to answer what driving factors influence the behavioural
intention of hiring managers (RQ1) and how does the actual use behaviour influence
the key HR performance indicators (RQ2).
To identify planned behaviours by job candidates when it comes to misrepresen-
tation of resumes on career-oriented social media profiles, semi-structured interviews
will be conducted. The interview questions are based on the indicators that define the
constructs of the theory of planned behaviour. By interviewing job candidates, a better
understanding of the motivational and non-motivational factors leading to misrepre-
sentation to increase job offer success (RQ3) is gained. As a data analysis technique
after the conducted interviews, thematic analysis can be applied to identify and sum-
marize planned behaviours as themes. The identified themes can be used to test and
optimize machine-learning algorithms for future predictive models (RQ4).
As a result of this research study the predictive modelling approach of Fig. 2 can be
extended. At the beginning, business objectives for the recruitment use case can be
identified. Based on this, relevant data can be collected, filtered, and pre-processed.
Then, the accuracy of algorithms regarding the identified business objectives must be
validated and compared. In this stage, the identified themes of dishonest behaviour can
be considered to improve machine-learning. Afterwards, the optimal algorithm with the
highest accuracy is selected. Finally, the exploratory data analysis model can be chosen
to predict future events. After decision-making, the impact on KPIs should be measured
to check if there has been an improvement to the recruitment performance (Fig. 5).

5 Conclusion

To improve software creation, implementation, and data-modelling processes in terms

of predictive HR analytics during recruitment a contribution to research is necessary.
Researchers and practitioners can consider the user intention and system usage in their
target group during software design and data modelling processes. Further, the rela-
tionship between use behaviour and key HR performance indicators show if predictive
HR data modelling must be adjusted to achieve a desirable impact on the business.
By identifying dishonest behavioural patterns of job candidates when it comes to
adjustments in resumes and career-oriented social media profiles to increase job offer
success, machine-learning algorithms can be tested against these patterns. This enables
researchers and data modellers to improve the analysis techniques when large datasets
are analysed in relationship with recruitment activities.
Finally, SPI can be enhanced by this research from two perspectives. By consid-
ering technology acceptance and driving factors of the affected user groups, it enables
practitioners to set SPI projects in the right direction when it comes to system usability.
Subsequently, potential benefits in terms of usability can appear earlier.
Additionally, by the implementation of machine learning algorithms, software and
data modelling processes can be constantly improved. In this relationship, SPI initiators
should also consider stakeholders which are indirectly involved. In terms of predictive
188 T. Peisl and R. Edlmann

HR analytics and machine learning, external stakeholders such as potential job can-
didates can deliver valuable data to continuously improve software and data modelling
processes. By detecting dishonest behavioural patterns of job candidates, data mod-
elling approaches can be refined and improved.

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