Employee agility and technology self-efficacy in smart HRM 4.0 adoption: A pilot study in the Malaysian manufacturing industry

Abstract

The integration of Industry 4.0 technologies into human resource management (HRM) has accelerated the emergence of Smart HRM 4.0 practices within organizations. Despite growing investments in digital transformation, the successful implementation of Smart HRM 4.0 remains a challenge as organizations grapple with workforce-related obstacles, particularly those related to employees’ readiness and capability to embrace new ways of working. This is notably critical in the manufacturing industry, where HR professionals play a central role in adopting innovative HR technologies to support workforce adaptation in an increasingly complex, safety-critical, and technology-driven environment. Prior research on technology adoption has largely focused on technological and organizational factors, while emphasis on employees’ capabilities remains limited. Grounded in the microfoundations of Dynamic Capability Theory and Social Cognitive Theory, this pilot study addresses the gap by examining how employee agility and technology self-efficacy influence Smart HRM 4.0 adoption among HR professionals in the Malaysian manufacturing sector. Quantitative research was conducted through an online survey platform involving 30 respondents. The findings demonstrated that employee agility and technology self-efficacy were positively correlated with the adoption of Smart HRM 4.0. The study also established satisfactory reliability for all measurement constructs, indicating the appropriateness of the instrument for use in full-scale data collection. Overall, this research offers preliminary empirical evidence of the significance of employee agility and technology self-efficacy in facilitating the adoption of Smart HRM 4.0. Additionally, this research advances the innovative HRM literature while supporting digital transformation initiatives aligned with Sustainable Development Goal (SDG) 8 and 9.