Strengthening Liberian HRM Capacity with ChatGPT: A Self-Efficacy Adoption Model (SEAM)

By Mazen Halabi
Prague University of Economics and Business | DBA Program
Faculty of Business Administration

Abstract

This article explores how the Self-Efficacy Theory of motivation can be applied to support innovation in Human Resource (HR) practices in Liberia and similar contexts, specifically through the adoption of ChatGPT. In a country facing deep-rooted human capital challenges, building sustainable local capacity is both urgent and complex. Motivation can drive adoption, build confidence, and encourage consistent use of technologies like ChatGPT in HR processes, especially in environments where resistance to change and digital skill gaps are prevalent. The article proposes the Self-Efficacy Adoption Model (SEAM) as a novel framework that combines motivational theory with innovation. SEAM offers a step-by-step strategy to empower local HR managers to integrate ChatGPT into daily operations, particularly in staff development. Ultimately, this model can also support the integration of other technologies to sustainably enhance overall organizational performance. The article contributes to the growing body of literature on technology adoption in developing contexts by offering a practical pathway for building local capacity in resource-constrained environments.

Why This Matters

Liberia’s workforce challenges stem from its history of civil conflict, public health crises, and an under-resourced education system. Many employees have not completed formal schooling. Businesses often rely on outsourcing because they struggle to find skilled local HR professionals. At the same time, there is a growing demand for simple solutions that support the country’s needs, culture, and realities. ChatGPT, an AI language model developed by OpenAI, has the potential to fill existing gaps. It can help HR managers write policies, generate training content, automate performance reviews, and respond professionally to staff inquiries. However, awareness and usage remain low in Liberia and across Sub-Saharan Africa.  The problem is not financial; it is rooted in motivation and confidence. Many professionals are unsure whether they can use AI effectively. Others are hesitant to try due to negative perceptions. Meanwhile, innovation is key to business growth.

Innovating to Survive: The potential of ChatGPT

Lemanowicz (2015) suggests that innovation plays a crucial role in enhancing management effectiveness and serves as a strategic tool for enterprises to gain a competitive edge. Innovation theory posits that organizations grow by adopting new ideas and tools, whether through better processes, smarter systems, or improved services. ChatGPT fits within the process innovation category, as it can help improve HR processes. With its advanced capabilities, ChatGPT enables users to interact seamlessly through reading, speaking, writing, or listening. Tang (2024) highlights the integration of voice features, which convert speech to text and vice versa, expanding accessibility and usability for diverse users, including those with reading or writing difficulties. ChatGPT is an innovative tool that can help Liberian businesses survive despite workforce deficiencies. The challenge remains in convincing them to adopt it.

Self-Efficacy: The Missing Link

Self-efficacy, as introduced by Bandura (1977), refers to the belief in one’s ability to accomplish goals. It influences the decisions we make, the level of effort we apply, and how resilient we are in the face of challenges, all of which contribute to our overall success. The four core principles are mastery experiences, vicarious experiences, verbal persuasion, and physiological and emotional states. When HR managers begin using ChatGPT, even in basic ways, and achieve small wins, their confidence is likely to build progressively. Seeing others succeed or receiving encouragement from peers also strengthens this belief. As routine tasks become easier, stress levels decrease and openness to adoption increases. This creates a ripple effect across the organization. HR managers who perform better in daily responsibilities grow faster in their roles and build stronger engagement with their teams. Their contributions are recognized, their value increases, and they begin to play a key role in shaping how their companies operate and grow. In this way, self-efficacy serves as the bridge that closes knowledge gaps and transforms HR managers into confident leaders. Once this internal shift takes root, it becomes a powerful catalyst for workplace innovation.

Combining Innovation and Motivation for ChatGPT Adoption

Adopting ChatGPT is not just about having the right, simple but efficient tool. It is also about how people feel using it. In Liberia, HR managers need more than training. They need the confidence to lead the adoption. That is why integrating innovation following self-efficacy principles matters. Innovation theory shows how new processes like ChatGPT can boost performance. But adoption depends on people’s mindset. When HR professionals doubt their ability or feel isolated, they are less likely to engage the tool. The Technology Acceptance Model (Davis, 1989) highlights the importance of perceived ease of use and usefulness. The TOE framework (Tornatzky et al., 1990) emphasizes leadership support and cultural readiness for technology. The tripartite model of attitudes, as discussed by Suseno et al. (2021), adds that adoption is influenced by how people think (cognitive), how they feel (affective), and how they act (behavioral). Building on this perspective, we propose that if Liberian HR managers perceive ChatGPT as easy to integrate into their existing processes and understand its potential benefits, they will be more inclined to adopt a positive attitude toward its use and feel motivated to institutionalize it.

Van der Waldt (2024) highlights that a strong theoretical framework forms the foundation of research, shaping how complex issues are analyzed and interpreted. He further emphasizes that integrating multiple theories provides a broader analytical perspective, uncovering relationships that a single framework might overlook, thereby enhancing the depth and clarity of research findings. The Self-Efficacy Adoption Model (SEAM), combines theories of innovation, motivation and technology adoption, offering a structured approach to address workforce upskilling and business survival in rapidly evolving markets.

The SEAM applies the sources of motivation from Self-Efficacy Theory and translates them into actionable steps to drive the adoption of ChatGPT for capacity building in Liberian businesses, as shown in the figure below:

Each step in the integration process steadily guides HR managers toward getting comfortable adopting ChatGPT for capacity building of their staff. They start with learning how to use it, then observe its potential, share successes, and ultimately take ownership by developing a roadmap for training and deployment of the tool. The table below presents examples of activities that may support the implementation of the SEAM.

This phased approach can help Liberian HR managers fully harness ChatGPT’s capabilities, ensuring practical, reliable outcomes from the adoption. When innovation is introduced in a way that builds step-by-step confidence, motivation follows. And when motivation aligns with purpose, transformation takes root.

Next Steps

The Self-Efficacy Adoption Model (SEAM) marks a starting point, not an endpoint to support technology adoption in resource-constrained business environments like Liberia. To bring it to life, it will need to be explored and validated through research and implementation. Interviews and real-time feedback can help uncover the strengths and weaknesses of this framework. Insights from empirical research can guide the development of a robust framework, relevant HR policies, and sustainable integration strategies. As an initial step, the SEAM will be piloted in Small and medium-sized businesses in Liberia, which provide a practical setting, representing the backbone of the country’s economy. HR managers will be equipped using simple, hands-on activity prompts tied to their daily responsibilities, making ChatGPT learning both accessible and relevant. Ultimately, the goal is to move from theory to tangible impact in order to extend the research scope.

Conclusion

Although the self-efficacy adoption model (SEAM) is developed around the Liberian context, its insights apply to any country where digital readiness is low and the need for process innovation and empowerment is high. The challenges may vary by region, but the underlying opportunity remains the same, unlocking human potential by combining innovation and motivation. When change feels overwhelming, confidence to achieve it becomes a powerful force. ChatGPT represents a practical tool for improving HR functions in Liberia. But the success of its integration depends on attitudes. If HR managers believe in their ability to engage with ChatGPT, they are likely to shift from passive observers to active enablers of integration throughout their businesses. The SEAM outlines a way for HR professionals to step into leadership, not just by using ChatGPT, but by shaping how it is adopted and applied in a way that drives business growth.

References

Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191–215.

Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13(3), 319–340. https://doi.org/10.2307/249008

Lemanowicz, M. (2015). Innovation in economic theory and the development of economic thought. Annals of the Polish Association of Agricultural and Agribusiness Economists, 17(6), 141–146.

Suseno, Y., Chang, C., Hudik, M., & Fang, E. S. (2021). Beliefs, anxiety and change readiness for artificial intelligence adoption among human resource managers: The moderating role of high-performance work systems. The International Journal of Human Resource Management, 33(6), 1209–1236. https://doi.org/10.1080/09585192.2021.1931408

Tang, D. (2024). ChatGPT text to speech: Full guide for 3.5–4. EaseUS.

Tornatzky, L. G., Fleischer, M., & Chakrabarti, A. K. (1990). The processes of technological innovation. Lexington Books.

Van der Waldt, G. (2024). Constructing theoretical frameworks in social science research. The Journal for Transdisciplinary Research in Southern Africa, 20(1), Article a1468. https://doi.org/10.4102/td.v20i1.1468