Adapting technology: effect of high-involvement HRM and organisational trust

This study is designed to empirically test a model of high-involvement human resource management (HIHRM), organisational trust, and technology adaptation grounded on social exchange theory in the context of the private banking sector. The proposed model intends to add to the understanding of the effect of HIHRM on technology adaptation via the mediating influence of organisational trust. Frontline employees were surveyed using a self-administered questionnaire. Results from partial least square-structural equation modelling suggest that there is a significant influence of HIHRM on technology adaptation. Organisational trust further mediates the relationship. Thus, this paper finds an answer to the ‘black box’ of human resource management (HRM) practices, explaining how HIHRM influences employees’ attitudes towards technology adaptation. The study can help management have a better understanding of the importance of employee involvement-oriented HRM in introducing and implementing a new technology through the integration of trust processes in the organisation.