NEW APPROACHES IN HRM

54 dehumanization, depression, mental overload, as well as typical stress signs like sleeping disorder, headache, high blood pressure, are seen as the symptoms of technostress. In organizational context it provokes sense of incompetency, lack of job satisfaction, commitment and productivity (Brivio et al., 2018). Employees have to engage in learning and applying new skills represents one source of stress provoked by digitalization, followed by demands that might go beyond human cognitive capability while posting the higher expectations from employees. Some authors that focus on mental and physiological arousal and constant pressure seen among employees working in the close interaction with technology, perceiving their work stimulating but beyond their own competencies. Others, see causes of technostress are seen in the constant connection and disposal, informational overload, so called „ data smog ”, „ urgency addiction ” (Okebaram, 2013), multitasking, complexity and lack of system usability. Empirically, Tarafdar and associates (Tarafdar et al., 2015) extracted five factors of technostress: (1) techno-overload ( working faster and longer ) (2) techno-invasion ( being always on disposal ) (3) techno-uncertainty ( constant changes ) (4) techno-complexity ( lack of skills ) (5) techno-insecurity ( fear from losing job and being replaced with technology or more skillful employee ). In the sample of 85 employees, Golijan (2019) found that the level of technostress is moderate, with the highest level for techno-uncertainty. The highest level of technostress is found among respondents who work in organization that plans to introduce the technological innovations. So, the period of expecting major technological changes are the most stressful. Also, correlation between technology dependence at workplace and technostress is found with group that works on job where using technology is inevitable experience more technostress. Nevertheless, this correlation is not high and it seems that the most important factor is individual differences in innovativeness. Results showed that innovators and early adopters are less prone to technostress while early and especially late majority experience more levels of technostress. It seems that openness toward new ideas and innovations could lessen the occurrence of technostress. II. HR RESPONSE TO DIGITALIZED WORKFORCE When high-tech meets HR Morgan (2019) sees four pillars of transformative workforce strategy: cloud computing, business intelligence (BI) and predictive analytics, mobility and social platforms, while Hans