Employees' perception of digital human resource management changes and proactive behavior: the mediating role of work engagement and moderating effect of person-organization fit.

Abstract

To keep pace with the evolving needs of enterprise development, Human Resource Management (HRM) must embrace digital and intelligent transformation. However, organizational change is inherently risky and unpredictable, and employees' willingness to proactively engage in such changes remains uncertain. Drawing on Social Cognitive Theory (SCT), Self-Determination Theory (SDT), and the Ability-Motivation-Opportunity (AMO) model, this study explores how employees' perceptions of digital-intelligent HRM change influence their proactive change behavior. Work engagement is introduced as a key mediating mechanism in this relationship. Person-organization fit serves as a significant moderator between work engagement and proactive change behavior, ultimately leading to greater employee enthusiasm. First, based on 390 valid responses, the study reveals that employees' perception of digital-intelligent HRM change has a positive impact on proactive change behavior. Second, work engagement partially mediates this relationship. Third, person-organization fit negatively moderates the relationship between work engagement and proactive change behavior. These findings suggest that managers should recognize the critical role of employees during organizational change, create a supportive environment for change, communicate change-related information effectively, and establish open feedback channels to encourage employees at all levels to engage in the change process.