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The escalating value placed on organizational human capital underscores the necessity for firms to optimize their systems for sourcing, evaluating, acquiring, onboarding, deploying, and retaining premium talent. Although embedding artificial intelligence (AI) within recruitment infrastructure promises unmatched workflow acceleration, operational scalability, minimized human subjectivity, and enhanced candidate sourcing, its deployment introduces distinct friction points that can degrade candidate attitudes and behavioral trajectories. Grounded in signaling and organizational justice frameworks, the deficit of interpersonal relational dynamics paired with the opaque nature of automated screening algorithms can prompt prospective candidates to question the integrity and structural fairness of the employment screening process. These institutional challenges risk modifying not only how job seekers deduce corporate principles, but also whether they choose to abandon the submission process altogether. Consequently, this investigation explores the comparative impact of AI-mediated versus human-mediated selection pathways on applicant trust, perceived procedural equity, corporate appeal, and subsequent intent to apply. Furthermore, we map the precise pathways through which trust and structural fairness mediate the link between the initial screening modality and early-stage candidate attraction and submission intentions. Data from an experimental student questionnaire indicate that job candidates view automated hiring protocols as significantly less credible, less equitable, and less appealing. Similarly, respondents exhibited depressed motivation to pursue open roles within enterprises leveraging automated recruitment architectures. Cultivating higher levels of institutional trust during the selection pathway and designing touchpoints that allow candidates to authentically showcase their professional capabilities can constructively reshape applicant attitudes and behavioral outcomes. These insights challenge the reductive assumption that operational velocity inherently yields strategic talent management success, emphasizing instead the vital role of interpersonal markers in securing top-tier talent within an automated recruitment environment.