Matching People with Technology: Effect of HIWP on Technology Adaptation

Abstract

This article investigates the influences of high involvement work practice (HIWP) in terms of five-dimensional human resource management (HRM) practices, namely sharing information, management support, employee participation, reward and recognition, and training on the adaptation of information technology (IT) in the private banking organizations in Bangladesh. Drawing on the social exchange theory (SET), the article proposes that when employees share information, receive management support, reward and recognition, and adequate training, as well as have room to participate in decision-making, it triggers a reciprocal loop in the form of employee acceptance of technology introduced in the organizations. The findings of this cross-sectional study of 365 employees revealed a significant relationship between five-dimensional HIWP and technology adaptation. The article identifies and recommends HIWP as a crucial way of improving technology adaptation among the employees in the organization.

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“…However, the use of ICT is necessary for the organization to perform effectively (Changki, Jungioo & Jinjoo, 2007) and remain competitive (Rubel, Kee & Rimi, 2020). Thus, the best way to avoid technostress is to protect the organizational culture of the workplace and provide support in the implementation of new technologies, a culture focused on information sharing, management support, employee participation based on a system of recognition and rewards and training, which positively impacts the user's adaptation to the new technologies adopted by the organization (Rubel, Kee & Rimi, 2020). Organizations can also make use of social support networks (networks of social ties based on positive and negative emotions) and informational ones (networks for sharing information about a task to be developed (Wu et al, 2017;Bruque, Moyano & Eisenberg, 2008).…”