QUALITATIVE INVESTIGATION OF TAM
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maybe it lowers the productivity.”
Daniel Lawrence
PEU
“If people look at it and say, this is gonna take me more time to understand than to enter the data, they ’ re just gonna withdraw from the activity automatically. ” “Because we, you know, like any place you have turnover, you want something that people feel free to utilize in a way that you don ’ t have to go to school to be able to use CRM.” “ I think it slowly got used less and less. Eventually, they couldn ’ t justify the budget that was put towards it. ” “Our faculty see it just as one more step. They have to take one more hoop, they have to jump through to get their jobs done, to report their data. ” “It's not a matter of it being difficult to use the Notes feature. It ’ s a matter of they don ’t either see the benefit of doing that or don ’ t want to keep those kinds of notes or don ’ t even have time to take those kinds of notes about individual clientele. ” “So even just small things like, you know, cross - promoting our programs in each other ’ s newsletters are part of the goals that we had for the software.”
John Hartman
PEU
Terrence Young
PU
Samuel Reynolds
PU
Mara Lopez
PU
Andrea Simpson
PU
Additionally, this study noted the presence of employee resistance and the frequency of
perceived usefulness and perceived ease of use in the responses by the interview participants.
The top five reasons for employee resistance among all participants were change management
(15%), digital literacy (15%), perceived usefulness (15%), perceived ease of use (11%), and
costs and resources (7%). A statistical analysis of the data was conducted to see if there was a
correlation between employee resistance and perceived ease of use. The correlation coefficient of
− 0.217 suggests a negative correlation. This means that as perceived ease of use increases,
employee resistance has a tendency to decrease. However, this negative correlation is not
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