Employee ambidexterity and adaptive resources in the face of digital HRM changes: evidence from frontline banking staff

Purpose

The study introduces and validates an adaptive self-regulatory approach for service organizations in the digital era, addressing the evolving landscape of human resource management. Focusing on frontline service workers, the research explores the mechanism that fosters ambidextrous behavior, aiming to enhance proactive service performance (PSP) and address layoff concerns in today’s volatile economy.

Design/methodology/approach

Drawing on the Career Construction Model of Adaptation (CCMA) and Job Demands-Resources (JD-R) theories, the study examines the impact of proactive personality (PP) and hardiness on activating ambidextrous behavior to achieve higher PSP. The survey findings of 368 frontline banking employees in Vietnam support the hypothesized model.

Findings

The study reveals that higher PP levels in frontline staff lead to enhanced ambidextrous behavior and PSP while adapting to digital human resource management (HRM). Hardiness, identified as a personal adapting resource, acts as a mediator between PP and ambidexterity, influencing both direct and indirect effects. Consequently, employees with superior PSP perceive lower job insecurity.

Research limitations/implications

The findings contribute to the debate on the value of personality and adaptability traits in employee selection within the Industry 4.0 context. Emphasizing the importance of ambidexterity and staff adaptation in uncertain times, the study positions employees as either drivers or barriers in the change management process.

Originality/value

The study integrated various adaptability theories, shedding light on self-regulated mechanisms for ambidextrous workers to excel in e-HRM. It underscores the significance of individual-level ambidexterity in navigating changing environments resulting from HRM digitalization efforts.