Human resource management digital technology response mechanism based on employee value proposition

Yanping Yang

Social Responsibility Journal, 2026, vol. 22, issue 6, 1358-1380

Abstract: PurposeDigitalization has introduced new momentum into human resource management (HRM) practice and research. However, managers and scholars face the challenge of integrating digital technology with employees to maximize its positive impact. This study aims to explore how employees’ perceptions, emotions, adaptation and resistance toward digital technology influence job performance within the context of digital HRM.Design/methodology/approachDrawing on structuration theory and employee value proposition, this study develops a theoretical model linking employees’ responses to digital technology with job performance. A questionnaire survey was administered to 412 Didi drivers in China. Data were analyzed using structural equation modeling with LISREL 8.70 software to test the proposed hypotheses.FindingsThe study found that (1) the cognitive, emotional experience and adaptation stages of employees have a significant positive effect on their work performance. (2) The resistance mentality of employees has a significant negative effect on their work performance. (3) Work motivation and satisfaction play a significant mediating role between cognition and work outcomes.Research limitations/implicationsThe study is limited in its focus on a specific sample of Didi drivers, a factor that may limit the general applicability of the study conclusions.Practical implicationsThe research findings have effectively expanded the scope of discussion on the anthems of employee performance, provided the academic community with in-depth insights into multiple influencing factors and enriched the theoretical system of performance management. In addition, these findings have significant guiding implications for the field of practice, especially in addressing the challenges of digital HRM.Originality/valueThis study reveals the impact of digital technology on Didi drivers’ cognition, emotions, behavior and performance, providing corresponding social responsibility for managers and promoting closer integration and collaborative progress between technology, employees and organizations.

Keywords: DHRM; Perception; Emotional experience; Adaption; Resistance; Job performance; Social responsibility (search for similar items in EconPapers)
Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:eme:srjpps:srj-02-2025-0125

DOI: 10.1108/SRJ-02-2025-0125

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