Exploring the relationship between techno-training and task performance: a chain mediation model

The rapid development of digital technology has changed our lives, requiring organizations to constantly invest in the latest technological infrastructure. However, organizations realize that the successful implementation of digital transformation also depends on employees’ acceptance of technology. Techno-training is a useful method for employees to accept technology; however, it causes complex psychological and behavioral reactions. This study aims to prove that technology-related beliefs play an important role in the relationship between techno-training and working outcomes based on Social Cognitive Theory and Job Demand-Resource Theory. Specifically, with 476 employees as research participants (50.2% males), this study developed a framework that illustrates the impacts of techno-training on task performance and analyzes potential chain mediating effects. Employees completed the Techno-training Scale, Techno-efficacy Scale, Techno-expectancy Scale, Techno-uncertainty Scale, Techno-integration Scale, and Task Performance Scale, with the path analysis results showing that techno-efficacy, techno-expectancy, techno-uncertainty, and techno-integration are chain mediators. Techno-training can influence employees’ recognition and attitudes toward technology, changing task performance and bringing financial returns to organizations. Based on these findings, detailed theoretical and practical implications are discussed. Additionally, these findings contribute to a deeper understanding of implementing effective training and suggest that organizations value employee well-being.