Date of Conferral

10-20-2026

Date of Award

October 2026

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Jorge Gaytan

Abstract

Failure to integrate AI into recruitment processes remains a significant concern for human resources (HR) leaders. Without clear and actionable strategies, some HR leaders may struggle to avoid decreased revenue. Grounded in the technology acceptance model, the purpose of this qualitative pragmatic inquiry project was to identify and explore effective strategies HR leaders use to integrate AI into recruitment processes to improve organizational recruitment outcomes. Participants included eight HR leaders located in the Mid-Atlantic region of the United States who had used effective strategies to integrate AI into recruitment processes. Data were collected from semistructured interviews and publicly available documentation. Four themes emerged from thematic analysis: (a) HR leaders used AI as a decision-support tool while preserving human judgment; (b) AI-supported recruitment speed protected revenue by reducing vacancy costs; (c) implementation readiness influenced successful AI adoption; and (d) data quality, governance, and metrics strengthened reliable AI recruitment outcomes. A key recommendation is for HR leaders to address AI readiness through workforce development initiatives that strengthen analytics, digital governance, and AI implementation capabilities among HR professionals. The implication for positive social change includes the potential for HR leaders to foster more effective and responsible recruitment practices, thereby improving both the work environment for HR professionals and recruitment experience for job candidates.

Download

Share

 
COinS