Digital transformation and employee mental health: an integrated JD-R, COR and PsyCap model of non-routine task intensity

Purpose This study examines how digital transformation reshapes employee mental health through non-routine task intensity (NRTI), using an integrated framework combining the job demands and resources (JD-R) model, conservation of resources (COR) theory and psychological capital (PsyCap). We conceptualize digital transformation as generating both heightened job demands and new resource pathways and investigate how digital training and job satisfaction operate as compensatory resources. Design/methodology/approach Using survey data from 10,941 manufacturing employees, we apply structural equation modeling to test a path model capturing health-impairment and resource-gain processes. Composite measures examine relationships among digital transformation, NRTI, digital training, job satisfaction and mental health. Findings Digital transformation increases NRTI, activating the JD-R health-impairment pathway and harming mental health. Consistent with COR and PsyCap mechanisms, access to digital training and job satisfaction initiates a resource-gain process that offsets these effects. Moderate NRTI levels relate to greater training engagement and satisfaction when adequate organizational resources exist. Practical implications The findings highlight the need for organizations and policymakers to design digital transformation strategies that explicitly account for mental health outcomes. Ensuring equitable access to digital training, managing task intensity and strengthening supportive work environments are critical to sustaining psychological well-being during technological change. Originality/value This study offers an integrated JD-R, COR and PsyCap framework for understanding employee mental health under digital transformation. It shows how digital demands and resource compensation mechanisms jointly shape well-being in this context.