Assessing human-centric digital transformation in manufacturing firms: an employee perspective

Abstract

This study examines how digital transformation (DT) shapes employee experience in the manufacturing sector through changes in work characteristics and well-being. Although DT is often linked to efficiency, its effects on employees remain complex. Using the Job Demands-Resources (JD-R) model and Industry 5.0 human-centric principles, this literature review analyzes DT in terms of digital job demands, job resources, and personal resources. Findings show that DT increases job demands such as technostress, cognitive overload, workflow misalignment, and automation-related anxiety, which may trigger the health-impairment process. At the same time, DT generates job resources, including digital upskilling, improved communication networks, and participatory design, that activate the motivational pathway. Personal resources (digital self-efficacy and adaptability) and organizational moderators (leadership support and digital climate) further shape employee responses. The study proposes a JD-R-based assessment framework to help manufacturing companies evaluate and implement human-centric digital initiatives that align technological progress with employee well-being.