Abstract:

As artificial intelligence (AI) becomes increasingly embedded in organizational practices, employees respond in divergent ways—some proactively integrate AI into their work, whereas others disengage or withdraw. To explain this variation, we integrate sensemaking theory and transactional theory of stress into a sequential cognitive framework. We propose that AI-driven HRM shapes employees’ AI-augmented and AI-depleted awareness at the sensemaking stage, which subsequently guide challenge–threat appraisals and behavioral responses. Specifically, AI-augmented awareness fosters AI crafting, whereas AI-depleted awareness increases time theft. Furthermore, we argue that leaders’ AI symbolization strengthens the extent to which AI-driven HRM influences these awareness pathways.
Using two-wave time-lagged survey data from 330 full-time employees in China, we find that AI-driven HRM enhances AI-augmented awareness and reduces AI-depleted awareness. In turn, AI-augmented awareness promotes AI crafting, and AI-depleted awareness increases time theft. Leaders’ AI symbolization amplifies these first-stage relationships and strengthens the conditional indirect effects on employee behaviors.
By demonstrating that employees’ reactions to AI depend on how organizational systems and leaders shape their interpretations, this study advances a human-centric explanation of technological transformation and highlights the dual-awareness mechanism underlying proactive and counterproductive responses to AI implementation.

Please choose your submission type: Full Paper

Primary Track: Human Resource Management

Keywords: Strategic HRM;Organizational behaviour and psychological state;Stress and well-being;Leadership;Future of work, technology & Innovation

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Mr. Trung Ngo