Abstract
Orientation: Organisations are increasingly integrating technology to enhance employee
productivity and strategic goals. However, the acceptance of such technology is dependent on
employees’ attitudes.
Research purpose: This study seeks to understand: (1) the influence of employees’ levels of
technology readiness and technology acceptance on their work engagement and (2) whether
technology acceptance mediates the relationship between technology readiness and work
engagement.
Motivation for the study: Drawing from the Technology Readiness and Acceptance Model
(TRAM), the Worker-Centric Design and Evaluation Framework for Operator 4.0 and the Job
Demands-Resources (JD-R) theory, we posit that technology readiness and acceptance function
as resources aiding employees in effectively navigating workplace technology, potentially
fostering greater engagement.
Research approach/design and method: Using a quantitative, cross-sectional approach, we
examined 143 working adults’ technology readiness, technology acceptance and work
engagement. Structural equation modelling (Partial Least Squares) guided the evaluation of
hypotheses.
Main findings: Results revealed a positive relationship between technology readiness and
work engagement. Interestingly, technology acceptance showed a negative link with work
engagement. Furthermore, technology acceptance partly mediated the direct link between
technology readiness and work engagement. Notably, the significant and negative indirect
effect suggests a potential suppressor variable role for technology acceptance.
Practical/managerial implications: Practically, organisations should recognise the dual impact
of technology on work engagement. When technology is perceived as a demand, interventions
are crucial to counteract its adverse effects on engagement.
Contribution/value-add: The study brings a multidisciplinary perspective to understanding
how personal resources in the face of workplace technology can foster work engagement.