Navigating Digital Demands: A Reassessment of Resources for Healthcare Workers’ Workplace Wellbeing

Background Digital innovations (DIs) are constantly reshaping healthcare, affecting healthcare workers’ practices and wellbeing both positively and negatively. To balance this dual impact, it is essential to understand the specific demands introduced by DIs and assess whether existing personal and organizational resources are remain effective in addressing them. The aim of this study is to contribute to healthcare services research by examining the relevance and effectiveness of key psychological and organizational resources in buffering digital job demands (DJDs) in today’s evolving healthcare context. Methods Data were collected from N =  292 healthcare workers in the UK using an online quantitative survey platform by adopting items from established measurements. Covariance-Based Structural Equation Modelling (CB-SEM) was used to test the hypothesized relationships amnong the vriables, with the help of R 4.4.3 software. Results The direct relationship of digital system overload, a DJDs, was found to have a negative and significant relation to employee job satisfaction (Beta = -0.141). In addition, the direct relationship of digital innovation support on job satisfaction (Beta = 0.250) and thriving at work (Beta = 0.336) was supported. The direct relationship of resilience on job satisfaction (Beta = 0.208) was supported. As was the direct relationship between autonomy and job satisfaction (Beta = 0.160) and thriving at work (Beta = 0.266). The remaining direct relationship found no support. Finnaly, the results shows that digital innovation support mediates the relationship between digital system overload and job satisfaction (Beta = -0.085), and the relationship between digital system overload and thriving at work (Beta = -0.144). The remaining proposed mediating relationship found no support. Conclusions The results confirm the positive impact of psychological and organizational resources on healthcare workers’ positive well-being outcomes, with the exception of psychological resilience. In addition, the direct effects of identified DJDs on well-being were not supported, possibly due to the contextual and fluctuating nature of such demands. The variations in findings regarding the mediating role of resources suggest a need for more in-depth research to explore which resources are most relevant and effective in addressing the evolving digital demands faced by healthcare professionals in today’s workplace. Consequently, the authors contribute to health services research and literature by clarifying the complex and multifaceted understanding of psychological and organizational resources as crucial factors in navigating digital job demands. The findings of this paper offer essential practical implications for health organizations and health managers, by highlighting the importance of managing both personal and organizational resources to secure health workers’ wellbeing in a quickly evolving work environment.