Human–Technology Interaction Models for Digital Workplace Transformation

Abstract

The advent of the digital workplace has profoundly transformed how employees interact with technology, redefining workspaces, communication patterns, and organizational structures. As digital tools and platforms become integral to daily operations, understanding Human–Technology Interaction (HTI) models is critical for managing successful digital workplace transformation. This paper explores the various theoretical frameworks and models that underpin human–technology interaction in modern digital work environments, aiming to bridge the gap between human factors and technological innovation. The study emphasizes the importance of designing user-centric systems that align with cognitive, behavioral, and emotional responses of employees to promote productivity, engagement, and well-being.

Drawing on established models such as the Technology Acceptance Model (TAM), Unified Theory of Acceptance and Use of Technology (UTAUT), Activity Theory, and Human-Centered Design principles, the research evaluates how these frameworks apply to current digital workplace settings. It examines how interaction paradigms—ranging from human-computer interaction (HCI) to more immersive experiences like augmented reality (AR) and AI-driven assistants—are reshaping employee roles, workflows, and workplace dynamics. The research also explores socio-technical system theory to understand the interplay between organizational culture, digital infrastructure, and employee adaptability.

The study uses a mixed-methods approach combining surveys, interviews, and case studies from digitally mature organizations to assess user satisfaction, perceived ease of use, and the behavioral impact of digital tools. Findings reveal that successful digital transformation depends not only on technological innovation but also on inclusivity, usability, and adaptability of the systems introduced. Resistance to change, digital fatigue, and cognitive overload are identified as critical challenges, highlighting the need for adaptive interaction models that support continuous learning and digital literacy.

The paper concludes by proposing a multi-dimensional HTI framework for digital workplaces that integrates technical efficiency, human adaptability, emotional intelligence, and organizational support systems. It offers strategic recommendations for business leaders, IT developers, and HR professionals to foster a digital workplace culture that is resilient, inclusive, and human-centric. As the boundary between humans and machines continues to blur, the future of work hinges on our ability to build meaningful, intuitive, and ethical interactions between people and digital technologies.