THESIS / Bang Phli (Samut Prakan)
รูปภาพของร้าน
โพสต์ทั้งหมด.
| ข้อมูลร้านอาหาร | |
|---|---|
| ชื่อร้านอาหาร | THESIS THESIS |
| เบอร์โทรศัพท์ | |
| ที่อยู่ | - |
| พื้นที่ | อำเภอบางพลี (สมุทรปราการ) |
| ประเภท | ชานมไข่มุก |
| เวลาทำการ | |
| วันหยุด | - |
| ช่วงราคา | |
รูปภาพและรีวิวถูกโพสต์โดยผู้ใช้งานดังนั้นกรุณาตรวจสอบความถูกต้องอีกครั้งค่ะ
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ร้านอาหารบริเวณใกล้เคียง
- Seoul Korean Cuisine at Market Village Suvarnabhumi อำเภอบางพลี (สมุทรปราการ), เนื้อย่าง/ยากินิกุ
- ถูกและดี ฟู้ดแลนด์ สาขาบางนา อำเภอบางพลี (สมุทรปราการ), อาหารนานาชาติ
- Casa Lapin at ATT U Park BANGNA อำเภอบางพลี (สมุทรปราการ), คาเฟ่
- ก๋วยเตี๋ยวเรือประจัญบาน สาขามาเก็ตวิลเลจ สุวรรณภูมิ อำเภอบางพลี (สมุทรปราการ), ก๋วยเตี๋ยวเรือ
- Bake a Wish สาขามาเก็ตวิลเลจสุวรรณภูมิ อำเภอบางพลี (สมุทรปราการ), เบเกอรี่/เค้ก
- คีโตเฮาส์ บางนา บางนา, อาหารคลีน/สลัด
- MK Restaurant สาขา มาร์เก็ตวิลเลจ สุวรรณภูมิ อำเภอบางพลี (สมุทรปราการ), ชาบู/สุกี้/หม้อไฟ
- ก๋วยเตี๋ยวหมูป้ารัก อำเภอบางพลี (สมุทรปราการ), ก๋วยเตี๋ยว
- เป็ดย่างเจ้าสัว สาขาแม็คโครบางพลี อำเภอบางพลี (สมุทรปราการ), อาหารจีน
- Meow Sugar at Homepro Suvarnabhumi อำเภอบางพลี (สมุทรปราการ), ชานมไข่มุก
- หลี่ชิมเฮีย จุ๋ยก้วย อำเภอบางพลี (สมุทรปราการ), สตรีทฟู้ด/รถเข็น
- ไข่หวานบ้านซูชิ สาขามาร์เก็ตวิลเลจ สุวรรณภูมิ อำเภอบางพลี (สมุทรปราการ), ซูชิ
- สเต็กเด็กแนว มาร์เก็ตวิลเลจ สุวรรณภูมิ อำเภอบางพลี (สมุทรปราการ), สเต็ก
- เชฟถนอม สาขาแอท ยู พาร์ค บางนา อำเภอบางพลี (สมุทรปราการ), อาหารอิตาเลียน
บริเวณใกล้เคียง
- อำเภอบางพลี (สมุทรปราการ)
ประเภทอาหารที่คล้ายกัน
- เบเกอรี่/ของหวาน
- / เบเกอรี่/เค้ก
- / ชานมไข่มุก
ค้นพบร้านอาหารแนะนำ
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A change from negative to positive of later adoption using the innovation decision process to imply sustainability for hr chatbots of private companies in thailand.
1. Introduction
- ChatGPT is a natural language processing (NLP) model that has been trained with 175 billion parameters. The system was trained using extensive data and utilizes deep learning algorithms for mimicking human-like responses to user commands. Over the past few years, this artificial intelligence (AI) program has gained global acclaim. In addition, the program’s extracurricular activities now include the creation of articles, which fulfill various purposes in many countries around the world [ 5 ].
- The use of a commercial chatbot has evolved into an indispensable element of the customer service process for transactions, functioning as an intelligent conversation agent. Due to the proliferation of online inquiries of and support messages from the customer service function, self-service channels have supplanted conventional voice and email interactions [ 6 ].
- Business organizations utilize HR chatbot, a natural language processing (NLP) technology, primarily for communication objectives. This enterprise chatbot can assist the human resources function within organizations with expedited communication, providing responses to external candidates, employees, and teams operating within the organization [ 7 ].
2. Literature Review and Theoretical Framework
2.1. chatbots in human resource management, 2.1.1. automate hr routine processes, 2.1.2. hr chatbots for recruiting, 2.1.3. hr chatbots for employee onboarding and training, 2.1.4. hr chatbots for benefit enrolments, 2.1.5. faq responding, 2.1.6. collect feedback, 2.2. acceptance technology theoretical, technology acceptance model (tam), 2.3. diffusion of innovation theory (innovation decision process), 2.4. risk perception theory, 2.5. people process technology (ppt framework) and policy, 3. proposed model and hypothesis development, 3.1. staff perception factors, 3.1.1. hesitant perceived usefulness (hpu), 3.1.2. hesitant perceived ease-of-use (hpeou), 3.2. perceived risk factors, 3.3. barrier factors, 3.3.1. personal innovation (pi), 3.3.2. word of mouth (wom), 3.4. attitude toward (att) factor, 3.5. intention to reject (itr) factor, 3.6. later adoption factors, 3.6.1. people (pp), 3.6.2. process (pc), 3.6.3. technology (te), 3.6.4. policy (pc), 3.7. confirmation adoption, 4. research methodology, study participants and setting, 5.1. structural model, 5.2. model fit, 6. discussion, implications for theories and practices, 6.1. comparisons between the proposed research model and previous works, 6.2. theoretical implications, 6.3. practical implications, 7. implications for sustainable use of hr chatbots in private companies in thailand, 8. conclusions, limitation and future work, 8.1. conclusions, 8.2. limitation and future work, author contributions, institutional review board statement, informed consent statement, data availability statement, conflicts of interest.
| Index | Question Items | Source |
|---|---|---|
| HPU1 | I’m not sure the use of HR chatbots in Private company will help develop the operations of the HR department. | [ , ] |
| HPU2 | I’m not sure the use of HR chatbots in Private company will save you time asking for information from the HR department. | |
| HPU3 | I’m not sure the use of HR chatbots in Private company will enhance the channels of communication with the Human resource department. | |
| HPEOU1 | I’m not sure the use of HR chatbots in Private company would make it easy to get information about the services of the Human resource department. | [ , ] |
| HPEOU2 | I’m not sure it’s easy to use private HR chatbots in Private company to ask for support from the HR department. | [ , ] |
| HPEOU3 | Overall, I’m not sure that using HR chatbots in private companies can connect me to the HR department. | |
| INJ1 | I intend to refuse to use the HR chatbot for inquiries about personal services and support in private companies. | |
| INJ2 | I intend not to recommend that colleagues use HR chatbots to inquire about products, services and support from private companies. | |
| PR1 | The security system to build the HR chatbots application is not strong enough to protect the user account. | |
| PR2 | I think a conversation through HR chatbots could cause personal information to leak to the public. | |
| PR3 | I am well aware that disclosure of personal information through HR chatbots may have an adverse effect on me. | |
| PI1 | I believe that my proficiency in utilizing HR chatbots is not superior to that of my fellow employees and colleagues. | |
| PI2 | Generally, I’m reluctant to try HR chatbots. | |
| WOM1 | My colleague talked about HR chatbots making it easier for me to decide not. | [ ] |
| WOM2 | My colleague talked about HR chatbots, which prompted me to refuse. | |
| ATT1 | HR chatbots are not necessary for me to inquire about products, services and support requests from private companies. | |
| ATT2 | I believe that the HR chatbots are not significant. | [ , ] |
| ATT3 | I don’t think the HR chatbots are useful. | |
| ATT4 | Overall, I don’t like using HR chatbots to ask for support from HR department. | |
| PP1 | I believe that the staff should have a good attitude and experience about HR Chatbot. | [ ] |
| PP2 | I believe that HR Chatbot will make communication between employees and individuals more effective. | |
| PP3 | I feel that the work between the staff and the department is much more efficient. | |
| PC1 | I believe that employees should understand the process of using HR Chatbot. | |
| PC2 | I believe that the organization should develop the process of communicating with the department. | [ ] |
| PC3 | I believe there is a need for a program to develop the process of using the HR Chatbot. | [ ] |
| TE1 | I believe that HR Chatbot will have an effect on my daily life and make my life easier. | |
| TE2 | You believe that HR Chatbot is a straightforward and easy-to-use technology | |
| TE3 | I believe I can the most success when using the HR chatbot again. | |
| PL1 | If the company recommends you use a HR Chatbot, you will follow. | [ ] |
| PL2 | I would recommend that friends and colleagues use HR Chatbot. | |
| PL3 | I didn’t hesitate to use the HR Chatbot again to comply with the company’s policies. | |
| CA1 | I tend to use the HR Chatbot later after the upgrade because it improved my work. | [ ] |
| CA2 | I’m going to use the HR Chatbot next after an upgrade in the data process from the HR department. | [ ] |
| CA3 | In the future, I will continue to use the HR Chatbot after the updated version, in accordance with the company’s policy. | [ ] |
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Click here to enlarge figure
| Base Model | Application | Factors | Adoption | Continue Adoption |
|---|---|---|---|---|
| Web-based training [ ] | , EJ, CA, SI, OS, IQ, SQ, US, TOT | - | ||
| Mobile shopping applications [ ] | , PR, PEJ, PI, ST, IU | - | ||
| Smartphone chatbots for shopping [ ] | , PEJ, PC, PR, TR, PI, ATT, IU | - | ||
| Mobile ticketing services in tourism [ ] | , COM, MB, IU | - | ||
| E-recruitment [ ] | , ATT, BI | - | ||
| Latest version smartphones [ ] | , PE, PEJ, COM, PV, EE, SI, OBS, BI, AD | - | ||
| Virtual Reality [ ] | PE, EE, SI, FC, PV, HA, HM, PB, ATT, BI | - | ||
| Technology and AI in the banking industry of an emerging market [ ] | CE, ATT, TAU, TD, SQ, CS, CBB | - |
| Categories | Application | Theories | The Innovation Decision Process | |||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Input | Process | Output | ||||||||
| Knowledge | Persuasion | Decision | Implementation | Confirmation | ||||||
| Barrier | Perceived Risk | Perception | Adoption | Rejection | Later Adoption | Continue Rejection | ||||
| Digital transformation in hospitality industry [ ] | - | - | - | - | - | |||||
| The Nano-foods [ ] | - | - | - | - | - | |||||
| Behavioral biometrics continuous authentication (BBCA) technology [ ] | - | - | - | - | - | |||||
| Mobile health application [ ] | - | - | - | - | - | |||||
| Mobile payment services [ ] | | - | - | - | - | |||||
| Mobile payment [ ] | | - | - | - | - | - | ||||
| Mobile banking [ ] | | - | - | - | - | - | ||||
| Chatbot [ ] | - | - | - | - | ||||||
| Chatbots for shopping [ ] | - | - | - | - | ||||||
| EXX (Employee Experience) Chatbot [ ] | - | - | - | - | - | |||||
| - | - | |||||||||
| Questions | Quantity | Percentage |
|---|---|---|
| Male | 138 | 55 |
| Female | 113 | 45 |
| Thai | 251 | 100 |
| 21–30 | 121 | 48.2 |
| 31–40 | 104 | 41.1 |
| 41–50 | 24 | 9.6 |
| 51–60 | 2 | 0.8 |
| Married | 59 | 23.5 |
| Single | 191 | 76.1 |
| Engaged | 1 | 0.4 |
| Bachelor’s degree | 163 | 64.9 |
| Master’s degree | 86 | 34.3 |
| Doctoral degree | 1 | 0.4 |
| Associate’s degree or equivalent | 1 | 0.4 |
| 15,001–30,000 THB | 20 | 8.0 |
| 30,001–50,000 THB | 58 | 23.1 |
| 50,001–75,000 THB | 69 | 27.5 |
| 75,001–100,000 THB | 65 | 25.9 |
| 100,001–150,000 THB | 28 | 11.2 |
| 150,001–200,000 THB | 8 | 3.2 |
| More than 200,000 THB | 3 | 1.2 |
| Interpersonal communication (Ex: colleague, relatives at work, HR training) | 46 | 18.3 |
| Mass communication (Ex: web page, Facebook, website, Twitter, email, line, etc., TV, company public letter) | 205 | 81.7 |
| HR training | 29 | 11.6 |
| Internet (web page, Facebook, website, Twitter, email, line, etc.) | 175 | 69.7 |
| TV | 1 | 0.4 |
| Others | 46 | 18.3 |
| HR training | 44 | 17.5 |
| Colleague | 2 | 0.8 |
| - | 205 | 81.7 |
| Period 04:00–08:00 | 4 | 1.6 |
| Period 08:00–12:00 | 21 | 8.4 |
| Period 12:00–16:00 | 39 | 15.5 |
| Period 16:00–20:00 | 76 | 30.3 |
| Period 20:00–24:00 | 109 | 43.4 |
| Period 00:00–04:00 | 1 | 0.4 |
| Component | Variable | Weight Value (>0.70) | Cronbach’s α (>0.70) | Composite Reliability (>0.70) | AVE (>0.50) |
|---|---|---|---|---|---|
| Hesitant Perceived usefulness (HPU) | HPU1 | 0.861 | 0.777 | 0.781 | 0.692 |
| HPU2 | 0.790 | ||||
| HPU3 | 0.844 | ||||
| Hesitant Perceived ease-of-use (HPEOU) | HPEOU1 | 0.898 | 0.783 | 0.824 | 0.693 |
| HPEOU2 | 0.811 | ||||
| HPEOU4 | 0.783 | ||||
| Intention to reject (INJ) | ITR1 | 0.922 | 0.758 | 0.798 | 0.822 |
| ITR3 | 0.891 | ||||
| Perceived Risk (PR) | PR1 | 0.728 | 0.758 | 0.951 | 0.637 |
| PR2 | 0.775 | ||||
| PR4 | 0.884 | ||||
| Personal Innovativeness (PI) | PI2 | 0.926 | 0.837 | 0.837 | 0.860 |
| PI3 | 0.923 | ||||
| Word of mouth (WOM) | WOM2 | 0.896 | 0.757 | 0.757 | 0.804 |
| WOM3 | 0.898 | ||||
| Attitude toward (ATT) | ATT1 | 0.795 | 0.809 | 0.832 | 0.634 |
| ATT3 | 0.749 | ||||
| ATT4 | 0.812 | ||||
| ATT5 | 0.826 | ||||
| People (PP) | PP1 | 0.974 | 0.902 | 0.976 | 0.836 |
| PP2 | 0.859 | ||||
| PP3 | 0.907 | ||||
| Process (PC) | PC1 | 0.907 | 0.815 | 0.925 | 0.721 |
| PC2 | 0.881 | ||||
| PC3 | 0.752 | ||||
| Technology (TE) | TE1 | 0.937 | 0.858 | 0.911 | 0.778 |
| TE3 | 0.884 | ||||
| TE4 | 0.821 | ||||
| Policy (PL) | PL1 | 0.892 | 0.751 | 0.753 | 0.670 |
| PL2 | 0.779 | ||||
| PL3 | 0.779 | ||||
| Confirmation (CA) | CA1 | 0.817 | 0.824 | 0.825 | 0.742 |
| Factor | Correlation Matrix | |||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| ATT | CA | ITR | PC | HPEOU | PI | PL | PP | PR | HPU | TE | WOM | |
| ATT | ||||||||||||
| CA | 0.203 | |||||||||||
| ITR | 0.059 | 0.129 | ||||||||||
| PC | 0.103 | 0.317 | 0.256 | |||||||||
| HPEOU | 0.165 | 0.040 | 0.206 | 0.019 | ||||||||
| PI | 0.303 | 0.059 | 0.263 | 0.297 | 0.016 | |||||||
| PL | 0.070 | 0.268 | 0.304 | 0.250 | 0.141 | 0.071 | ||||||
| PP | 0.033 | 0.075 | 0.290 | 0.077 | 0.243 | 0.223 | 0.585 | |||||
| PR | 0.211 | 0.180 | 0.298 | 0.161 | 0.106 | 0.350 | 0.084 | 0.138 | ||||
| HPU | 0.267 | 0.156 | 0.111 | 0.000 | 0.175 | 0.084 | 0.009 | 0.059 | 0.145 | |||
| TE | 0.040 | 0.183 | 0.375 | 0.214 | 0.166 | 0.060 | 0.202 | 0.165 | 0.018 | 0.129 | ||
| WOM | 0.179 | 0.024 | 0.158 | 0.157 | 0.155 | 0.193 | 0.157 | 0.003 | 0.120 | 0.165 | 0.090 | |
| Hypothesis | Path | Coefficient (β) | t-Value | p-Value | VIF | Results |
|---|---|---|---|---|---|---|
| H1 | HPU → ATT | 0.230 | 2.222 | 0.026 * | 1.083 | |
| H2a | HPEOU → HPU | 0.166 | 1.207 | 0.228 | 1.000 | No |
| H2b | HPEOU → ATT | 0.152 | 1.406 | 0.160 | 1.061 | No |
| H3a | PR → ATT | 0.048 | 0.407 | 0.684 | 1.177 | No |
| H3b | PR → ITR | 0.299 | 3.253 | 0.001 * | 1.047 | |
| H4 | WOM → ATT | 0.225 | 2.261 | 0.024 * | 1.105 | |
| H5 | PI → ATT | 0.218 | 2.082 | 0.037 * | 1.176 | |
| H6 | ATT → ITR | −0.005 | 0.056 | 0.956 | 1.047 | No |
| H7a | ITR → PP | 0.290 | 3.156 | 0.002 * | 1.000 | |
| H7b | ITR → PC | 0.256 | 2.482 | 0.013 * | 1.000 | |
| H7c | ITR → TE | 0.375 | 3.950 | 0.000 * | 1.000 | |
| H7d | ITR → PL | 0.304 | 3.485 | 0.000 * | 1.000 | |
| H8a | PP → CA | −0.106 | 0.819 | 0.413 | 1.542 | No |
| H8b | PC → CA | 0.241 | 2.192 | 0.028 * | 1.111 | |
| H8c | TE → CA | 0.099 | 0.934 | 0.350 | 1.081 | No |
| H8d | PL → CA | 0.250 | 2.001 | 0.045 * | 1.638 |
| Construct | R-Square | R-Square Adjusted | Q |
|---|---|---|---|
| ATT | 0.204 | 0.161 | 0.035 |
| CA | 0.153 | 0.118 | 0.013 |
| ITR | 0.149 | 0.123 | 0.061 |
| PC | 0.066 | 0.056 | 0.015 |
| PL | 0.132 | 0.102 | 0.003 |
| PP | 0.144 | 0.120 | 0.012 |
| HPU | 0.131 | 0.111 | 0.002 |
| TE | 0.140 | 0.132 | 0.011 |
| Constructs | Effect Size (f ) | Signification | |
|---|---|---|---|
| ATT | ITR | 0.000 | No effect size |
| ITR | PC | 0.070 | Small effect size |
| PL | 0.102 | Small effect size | |
| PP | 0.092 | Small effect size | |
| TE | 0.163 | Medium effect size | |
| PC | CA | 0.062 | Small effect size |
| HPEOU | ATT | 0.024 | Small effect size |
| HPU | 0.032 | Small effect size | |
| PI | ATT | 0.052 | Small effect size |
| PL | CA | 0.045 | Small effect size |
| PP | CA | 0.009 | No effect size |
| PR | ATT | 0.004 | No effect size |
| ITR | 0.093 | Small effect size | |
| HPU | ATT | 0.071 | Small effect size |
| TE | CA | 0.011 | No effect size |
| WOM | ATT | 0.042 | No effect size |
| Innovation Decision Process | The Implications for Sustainability for HR Chatbots of Private Companies in Thailand | |||
|---|---|---|---|---|
| Social | Environment | Economics | Results (−/+) | |
| Perceived usefulness (PU), Perceived ease-of-use (PEOU) and Perceived Risk (PR) of HR Chatbot has a huge impact on the user. Consequently, the user may find that the chatbot takes longer than human conversations and eventually leads to rejection. | The anxieties of staff perceptions and Perceived Risk of HR chatbot haven’t reduced the communication gap between the staff and human resource department. Resources and time are still required. | Impossible to develop a HR chatbot application and business. | ||
| Any use of technology that does not respond to the needs of employees and personal attitudes on the negative side will result in a wide range of denials of technology in the organization. | Inefficiency of communication that will be Impacted the company’s resources (human, transportation, papers, electricity charge and time, etc.). | Increasing the expenses to develop platforms to support employee requirements. | ||
| The hesitation that using HR chatbots will impact HR departments and organization improvement. | Losing company’s resources and time. | Lack of improvement in business and organization. | ||
| People, processes, technology, policies, and the clear direction (HR manager, head of HR) of an organization have a major influence on employees’ decision to adopt HR chatbots again. | Utilizing HR chatbots to support a company’s resources and time. | Reduce expenses and improve ROI (return of investment). | ||
| Later adoption of HR chatbot supports the sustainability of the HR department and organization development. | Long-term improvement and sustainable development of private company in Thailand. | Sustainability of ROI. | ||
| The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of MDPI and/or the editor(s). MDPI and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content. |
Share and Cite
Jierasup, S.; Leelasantitham, A. A Change from Negative to Positive of Later Adoption Using the Innovation Decision Process to Imply Sustainability for HR Chatbots of Private Companies in Thailand. Sustainability 2024 , 16 , 5641. https://doi.org/10.3390/su16135641
Jierasup S, Leelasantitham A. A Change from Negative to Positive of Later Adoption Using the Innovation Decision Process to Imply Sustainability for HR Chatbots of Private Companies in Thailand. Sustainability . 2024; 16(13):5641. https://doi.org/10.3390/su16135641
Jierasup, Siwalak, and Adisorn Leelasantitham. 2024. "A Change from Negative to Positive of Later Adoption Using the Innovation Decision Process to Imply Sustainability for HR Chatbots of Private Companies in Thailand" Sustainability 16, no. 13: 5641. https://doi.org/10.3390/su16135641
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The current adoption of human resource (HR) chatbots has created problems within organizations, such as stilted conversational flow and a limited range of queries and responses. This paper presents an analysis of the factors affecting these issues by employing a new conceptual model. The instances of rejection and acceptance of an HR chatbot were analyzed in this study using the innovation ...