Service Robots in the Workplace: Fostering Sustainable Collaboration by Alleviating Perceived Burdensomeness

Eeman Almokdad and Chung Hun Lee ()
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Eeman Almokdad: Tourism Innovation Lab, Department of Hospitality and Tourism Management, Sejong University, 209 Neungdong Ro, Seoul 05006, Republic of Korea
Chung Hun Lee: Tourism Innovation Lab, Department of Hospitality and Tourism Management, Sejong University, 209 Neungdong Ro, Seoul 05006, Republic of Korea

Sustainability, 2024, vol. 16, issue 21, 1-17

Abstract: This study investigates the impact of job demands and perceived burdensomeness on employees’ willingness to collaborate with service robots (SRs) in the workplace, with a focus on the moderating effects of organizational support, self-esteem, and self-development. Conducted among 200 employees in South Korea, the results show that higher job demands significantly increase perceived burdensomeness, which negatively affects employees’ willingness to collaborate with SRs. Organizational support moderates the negative impact of job demands, reducing their detrimental effects, although it was less effective in buffering the reduction in social interaction. Self-esteem and self-development positively moderated the relationship between burdensomeness and collaboration. This study contributes to the understanding of sustainable workforce management by highlighting the importance of fostering personal and organizational resources to ensure that SR integration enhances both operational efficiency and employee well-being. The findings align with broader sustainability goals by promoting human–robot collaboration that optimizes resource use, enhances workforce adaptability, and maintains social and psychological balance in the workplace.

Keywords: workforce adaptation; job demands; perceived burdensomeness; human–robot collaboration; organizational support; employee resilience; cognitive load; automation challenges; socio-economic impact of automation; employee well-being (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2024
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