Human Resource Management in the Digital Workplace: Strategies for Employee Engagement, Well-Being and Organizational Performance

Abstract Digital technologies, evolving employee expectations, hybrid working and focus on employee wellbeing are transforming human resource management (HRM). This paper explores how digital HR practices are related to employee engagement, well-being and organizational performance. It employs a conceptual and integrative review approach to distill existing theories of HRM and selected peer-reviewed literature pertaining to strategic HRM, employee engagement, technology-enabled HR practices and employee well-being. Based on five interconnected themes – digital HRM, employee voice and engagement, learning and development, performance management, and responsible people analytics – the discussion is structured.The discussion is structured around five connected areas: digital HRM, employee voice and engagement, learning and development, performance management and responsible people analytics. The paper suggests that technology adds value with access, consistency and decision quality, and without sacrificing human judgment, privacy, fairness and meaningful employee participation. It also depicts the implementation risks such as algorithmic bias, digital exclusion, digital surveillance, change fatigue and the use of activity metrics as performance indicators. A pragmatic approach is suggested where organizations integrate HR technology into business strategy, engage employees in design, build HR managers' capability, set data protection measures and measure results with both employee and organizational metrics. This is a conceptual review and therefore will not present primary survey data or statistical relationships. The mechanism can be applied to future empirical studies in industry and at various organizational levels.