Abstract: With algorithms standing out and influencing every aspect of human society, people's attitudes toward algorithmic invasion have become a vital topic to be discussed. Recently, algorithms as alternatives and enhancements to human decision-making have become ubiquitously applied in the workplace. Despite algorithms offering numerous advantages, such as vast data storage and anti-interference performance, previous research has found that people tend to reject algorithmic agents across different applications. Especially in the realm of human resources, the increasing utilization of algorithms forces us to focus on users' attitudes. Thus, the present study aimed to explore public attitudes toward algorithmic decision-making and probe the underlying mechanism and potential boundary conditions behind the possible difference.
To verify our research hypotheses, four experiments (N = 1211) were conducted, which involved various kinds of human resource decisions in the daily workplace, including resume screening, recruitment and hiring, allocation of bonuses, and performance assessment. Experiment 1 used a single-factor, two-level, between-subjects design. 303 participants were randomly assigned to two conditions (agent of decision-making: human versus algorithm) and measured their permissibility, liking, and willingness to utilize the agent. Experiment 1 was designed to be consistent with Experiment 2. The only difference was an additional measurement of perceived transparency to test the mediating role. Experiment 3 aimed to establish a causal chain between the mediator and dependent variables by manipulating the perceived transparency of the algorithm. In Experiment 4, a single-factor three-level between-subjects design (non-anthropomorphism algorithm versus anthropomorphism algorithm versus human) was utilized to explore the boundary condition of this effect.
As anticipated, the present research revealed a pervasive algorithmic aversion across diverse organizational settings. Specifically, we conceptualized algorithm aversion as a tripartite framework encompassing cognitive, affective, and behavioral dimensions. We found that compared with human managers, participants demonstrated significantly lower permissibility (Experiments: 1, 2, and 4), liking (Experiments: 1, 2, and 4), and willingness to utilize (Experiment 2) algorithmic management. And the robustness of this result was demonstrated by the diversity of our scenarios and samples. Additionally, this research discovered perceived transparency as an interpretation mechanism explaining participants' psychological reactions to different decision-making agents. That is to say, participants were opposed to algorithmic management because they thought its decision processes were more incomprehensible and inaccessible than humans (noted in Experiment 2). Addressing this “black box” phenomenon, Experiment 3 showed that providing more information and principles about algorithmic management positively influenced participants' attitudes. Crucially, the result also demonstrated the moderating effect of anthropomorphism. The result showed that participants exhibited greater permissibility and liking for the algorithm with human-like characteristics, such as a human-like name and communication style, over more than a mechanized form of the algorithm. This observation underlined the potential of anthropomorphism to ameliorate resistance to algorithmic management.
These results bridge the gap between algorithmic aversion and decision transparency from the social-psychological perspective. Firstly, the present research establishes a three-dimensional (cognitive, affective, and behavioral) dual-perspective (employee and employer) model to elucidate the negative responses toward algorithmic management. Secondly, it reveals that perceived opacity acts as an obstacle to embracing algorithmic decision-making. This finding lays the theoretical foundation of Explainable Artificial Intelligence (XAI) which is conceptualized as a “glass box”. Ultimately, the study highlights the moderating effect of anthropomorphism on algorithmic aversion. This suggests that anthropomorphizing algorithms could be a feasible approach to facilitate the integration of intelligent management systems.

Key words: algorithm aversion, transparency, anthropomorphism, workplace