Revamping Digital Performance Evaluation Systems: Exploring Front-Line Managers’ Roles through an HR Co-Creation Lens

Revamping Digital Performance Evaluation Systems: Exploring Front-Line Managers’ Roles through an HR Co-Creation Lens | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Article Revamping Digital Performance Evaluation Systems: Exploring Front-Line Managers’ Roles through an HR Co-Creation Lens Muhammad Ramdhan, Muhamad Ridwan, Suharni Rahayu This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-9290673/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract This study explores the transformation of digital performance evaluation systems through a Human Resource (HR) co-creation lens, with a particular focus on the role of front-line managers. As organizations increasingly adopt digital technologies in performance management, understanding how these systems are experienced, implemented, and collaboratively shaped becomes essential. This research employs a qualitative approach using semi-structured interviews with employees and front-line managers who have direct experience with digital performance evaluation systems. The data were analyzed using thematic analysis to identify key patterns and insights. The findings reveal that digital performance evaluation systems enhance transparency and efficiency by providing real-time access to performance data and reducing administrative burdens. However, their effectiveness is significantly influenced by human and relational factors. HR co-creation emerges as a critical mechanism for fostering employee engagement and ownership, as participatory practices enable employees to contribute to the design and implementation of evaluation processes. Front-line managers play a central role as interpreters, facilitators, and coaches who bridge the gap between digital systems and employee experiences. Despite these benefits, the study also identifies several challenges, including digital literacy gaps, resistance to change, concerns about data privacy, and difficulties in sustaining active participation in co-creation processes. This study contributes to the literature by integrating digital HRM, performance evaluation, and co-creation perspectives, offering a more holistic understanding of modern performance management systems. Practically, the findings highlight the importance of balancing technological capabilities with human-centered approaches to ensure the successful implementation of digital and collaborative HR practices. Business and commerce/Business and management Social science/Business and management Humanities/Cultural and media studies Social science/Cultural and media studies Business and commerce/Information systems and information technology Digital Performance Evaluation Systems HR Co-Creation Front-Line Managers Employee Engagement Thematic Analysis Introduction In the era of digital transformation, organizations are increasingly reconfiguring their human resource management (HRM) practices to remain competitive, adaptive, and employee-centered. One critical area undergoing significant transformation is the performance evaluation system, which has evolved from traditional, annual appraisal practices into more dynamic, technology-enabled, and continuous feedback mechanisms. Digital performance evaluation systems supported by analytics, platforms, and real-time data—are now seen as strategic tools to enhance organizational effectiveness and employee development (Ciampi et al., 2022 ). However, despite technological advancements, many organizations continue to face persistent challenges related to fairness, transparency, and employee engagement in performance appraisal processes (Murphy, 2020 ) . Extant literature consistently highlights that traditional performance management systems often fail to achieve their intended objectives. These systems are frequently criticized for being overly subjective, bureaucratic, and disconnected from actual employee performance and organizational outcomes (Zhang & Chen, 2024 ). Furthermore, employees often perceive performance evaluations as punitive rather than developmental, which undermines trust and reduces motivation. As a result, organizations are increasingly seeking innovative approaches to redesign performance evaluation systems that are more inclusive, transparent, and aligned with employee expectations. The integration of digital technologies into HR processes has been proposed as a promising solution to address these shortcomings. Digital performance evaluation systems enable continuous monitoring, real-time feedback, and data-driven decision-making, which can significantly improve the accuracy and relevance of performance assessments (Hail et al., 2024 ). Additionally, digitalization enhances organizational agility by allowing firms to rapidly adapt performance metrics and evaluation criteria in response to changing business environments (Ciampi et al., 2022 ). Nevertheless, the mere adoption of digital tools does not automatically guarantee improved outcomes, as human and relational factors remain central to the effectiveness of performance management systems. Recent scholarly discourse has shifted toward more participatory and relational approaches in HRM, particularly through the concept of Human Resource Co-Creation (HRCC). HR co-creation emphasizes collaborative design and implementation of HR practices involving multiple stakeholders, including employees, managers, and HR professionals (Boekhorst et al., 2021 ). This approach challenges the traditional top-down model of performance evaluation by positioning employees as active contributors rather than passive recipients. Empirical evidence suggests that co-created HR practices can enhance employee engagement, satisfaction, and perceived fairness of HR systems (Dempsey-Brench & Shantz, 2022 ) . Within this context, front-line managers play a pivotal role as intermediaries between strategic HR policies and employees’ day-to-day experiences. They are uniquely positioned to interpret, implement, and adapt performance evaluation systems while simultaneously influencing employee perceptions of fairness and effectiveness (Abeysiriwardana et al., 2025 ). However, existing research indicates that front-line managers often experience frustration with performance management systems due to unclear expectations, rigid processes, and conflicting objectives. This highlights the need to better understand their roles within digitally enabled and co-created performance evaluation systems. Moreover, the growing emphasis on employee voice and stakeholder involvement further underscores the importance of collaborative approaches in HRM. Co-creation not only enhances system design but also fosters trust, transparency, and organizational legitimacy (Rizun et al., 2025 ). In digital contexts, where performance data is increasingly complex and multidimensional, incorporating diverse stakeholder perspectives becomes essential to ensure that evaluation systems capture both tangible and intangible aspects of performance, such as creativity, collaboration, and innovation. Despite these advancements, there remains a significant research gap in understanding how digital performance evaluation systems can be effectively co-created and implemented through the active involvement of front-line managers. While prior studies have explored digitalization and performance management separately, limited attention has been given to the intersection of digital HR systems, co-creation frameworks, and managerial roles. This gap is particularly relevant in contemporary organizations where hybrid work environments and digital platforms are reshaping managerial responsibilities and employee interactions. Therefore, this study aims to address this gap by exploring how digital performance evaluation systems can be revitalized through an HR co-creation lens, with a specific focus on the roles of front-line managers. By integrating insights from digital HRM, performance management, and co-creation literature, this research seeks to contribute to both theory and practice by offering a more holistic and inclusive framework for designing effective performance evaluation systems in the digital age. Review of Literature The evolution of performance evaluation systems has been significantly influenced by the rapid advancement of digital technologies. Traditional performance appraisal systems, which relied heavily on annual reviews and subjective judgments, are increasingly being replaced by digital performance evaluation systems that emphasize continuous feedback, real-time data tracking, and analytics-driven insights. These systems are designed to enhance accuracy, transparency, and responsiveness in performance management processes (Kaloeti et al., 2021 ). Digital performance evaluation systems leverage technologies such as cloud computing, artificial intelligence, and big data analytics to collect and analyze employee performance data more efficiently. According to Strohmeier (2020), digital HRM enables organizations to transform performance management into a dynamic and ongoing process rather than a static, periodic activity. Similarly, (Vial, 2021 ) argue that digital tools facilitate more objective performance measurement by reducing human bias and increasing data reliability. This shift toward data-driven evaluation has been shown to improve decision-making and organizational effectiveness. However, despite these advantages, the implementation of digital performance evaluation systems is not without challenges. One major concern is the potential over-reliance on quantitative metrics, which may overlook qualitative aspects of performance such as creativity, teamwork, and emotional intelligence (Meijerink, 2024 ). Moreover, employees may perceive digital monitoring as intrusive, leading to decreased trust and increased resistance to such systems (Ciampi et al., 2022 ). These concerns highlight the importance of balancing technological efficiency with human-centered design. Another critical issue is the digital divide within organizations. Not all employees possess the same level of digital literacy, which can create disparities in how performance is evaluated and interpreted (Bal et al., 2022 ). Organizations must therefore invest in training and development to ensure that employees can effectively engage with digital performance systems. Additionally, the integration of digital tools into existing HR processes requires careful planning and alignment with organizational culture and strategy. Recent studies emphasize that the success of digital performance evaluation systems depends not only on technological capabilities but also on organizational readiness and leadership support. For instance, (Renkema et al., 2021 ) highlight that digital HR transformation requires a holistic approach that integrates technology, people, and processes. Similarly, Meijerink et al. (2021) argue that organizations must adopt a socio-technical perspective to ensure that digital systems are aligned with employee needs and organizational goals. In conclusion, digital performance evaluation systems represent a significant advancement in HRM practices. While they offer numerous benefits in terms of efficiency, accuracy, and adaptability, their effectiveness depends on how well they are implemented and integrated into organizational contexts. Future research should explore how these systems can be designed to balance technological innovation with human-centric values, particularly in relation to employee engagement and trust. Human Resource Co-Creation (HRCC) has emerged as a transformative approach in HRM, emphasizing collaboration between HR professionals, managers, and employees in designing and implementing HR practices. Unlike traditional top-down HR models, HR co-creation recognizes employees as active participants who contribute valuable insights and experiences to the development of HR systems (Saha et al., 2022 ). The concept of co-creation is rooted in service-dominant logic, which views value as being co-created through interactions among stakeholders rather than delivered unilaterally by organizations (Parry & Battista, 2023a ). In the context of HRM, this perspective shifts the focus from standardized HR practices to more flexible and inclusive approaches that reflect the needs and preferences of employees. According to Harney & Collings ( 2021 ), HR co-creation enhances the relevance and effectiveness of HR practices by incorporating diverse perspectives. Empirical studies suggest that HR co-creation positively impacts employee engagement, satisfaction, and organizational commitment. For example, (Dempsey-Brench & Shantz, 2022 ) found that employees who are involved in HR decision-making processes are more likely to perceive HR practices as fair and meaningful. Similarly, Dangol ( 2021 ) demonstrate that co-created HR systems foster a sense of ownership and empowerment among employees, which in turn improves performance outcomes. However, implementing HR co-creation is not without challenges. One key issue is the potential for conflicting interests among stakeholders, which can complicate decision-making processes (Meijerink et al., 2021). Additionally, co-creation requires a cultural shift within organizations, as it challenges traditional power dynamics and hierarchical structures. Organizations must therefore cultivate a culture of trust, openness, and collaboration to support co-creation initiatives. Another important consideration is the role of digital technologies in enabling HR co-creation. Digital platforms facilitate communication, collaboration, and knowledge sharing among stakeholders, making it easier to involve employees in HR processes (Strohmeier, 2020). However, the effectiveness of these platforms depends on their usability and accessibility, as well as the willingness of employees to engage with them. Recent research highlights the importance of aligning HR co-creation with organizational strategy and goals. According to Meijerink et al. (2021), co-creation should not be seen as an end in itself but as a means to enhance organizational performance and employee well-being. This requires a clear understanding of the objectives of co-creation and the roles of different stakeholders in the process. In summary, HR co-creation represents a paradigm shift in HRM, moving from a top-down approach to a more collaborative and inclusive model. While it offers significant benefits in terms of engagement and effectiveness, its successful implementation requires careful consideration of organizational culture, stakeholder dynamics, and technological support. Front-line managers play a crucial role in the implementation and effectiveness of performance evaluation systems. As the primary link between organizational strategy and employee performance, they are responsible for interpreting HR policies, conducting evaluations, and providing feedback to employees. Their role becomes even more critical in the context of digital performance evaluation systems, where they must navigate both technological tools and human interactions (Mishra, 2022 ). Research indicates that front-line managers significantly influence employee perceptions of fairness and accuracy in performance evaluations. According to Nyathi & Kekwaletswe ( 2024 ), employees are more likely to accept and trust performance evaluations when they perceive their managers as competent, unbiased, and supportive. Similarly, (Wang et al., 2020 ) argue that front-line managers act as “HR implementers” who translate HR practices into daily work experiences. However, front-line managers often face challenges in fulfilling their roles effectively. One common issue is the lack of clarity and consistency in performance evaluation criteria, which can lead to confusion and inconsistency in assessments (POLJAŠEVIĆ et al., 2024 ). Additionally, managers may lack the necessary skills and training to use digital performance evaluation tools effectively, which can hinder the accuracy and usefulness of evaluations (Luppichini et al., 2025 ). Another challenge is the tension between administrative and developmental roles. While performance evaluations are intended to support employee development, they are often used for administrative purposes such as promotions and compensation decisions. This dual role can create conflicts for managers, who must balance organizational requirements with employee needs (Murphy, 2020 ). Recent studies emphasize the importance of supporting front-line managers through training, resources, and clear guidelines. For example, Meijerink et al. (2021) highlight that empowering managers with digital competencies and decision-making authority can enhance their effectiveness in performance evaluation processes. Similarly, (Vial, 2021 ) suggest that organizations should provide ongoing support and feedback to managers to improve their performance management skills. In the context of HR co-creation, front-line managers also play a key role in facilitating collaboration between employees and HR professionals. They can act as mediators who ensure that employee voices are heard and incorporated into HR practices. This requires strong communication skills, empathy, and a willingness to engage in collaborative decision-making. Overall, front-line managers are central to the success of performance evaluation systems. Their ability to effectively implement and adapt these systems depends on their skills, resources, and the organizational context in which they operate. Future research should explore how organizations can better support front-line managers in their roles, particularly in digitally enabled and co-created HR environments. The integration of digitalization and HR co-creation represents a significant advancement in modern HRM practices. Digital technologies provide the infrastructure and tools necessary to facilitate co-creation, while HR co-creation ensures that these technologies are designed and implemented in a way that meets the needs of stakeholders. This synergy has the potential to transform performance evaluation systems into more inclusive, adaptive, and effective processes (Strohmeier, 2020b ). Digital platforms enable real-time communication, collaboration, and data sharing, which are essential for co-creation. For example, online feedback systems allow employees to provide input on performance criteria and evaluation processes, while analytics tools enable organizations to incorporate diverse data sources into performance assessments (Ciampi et al., 2022 ). These capabilities enhance transparency and accountability, which are critical for building trust in performance evaluation systems. However, integrating digitalization and co-creation also presents challenges. One key issue is ensuring that digital tools are user-friendly and accessible to all employees. If systems are too complex or difficult to use, they may discourage participation and undermine the goals of co-creation (Vial, 2021 ). Additionally, organizations must address concerns related to data privacy and security, as employees may be hesitant to share information if they do not trust how it will be used (Bal et al., 2022 ). Another challenge is aligning digital and co-creation initiatives with organizational culture and strategy. According to (Parry & Battista, 2023b ), successful digital HR transformation requires a holistic approach that integrates technology, people, and processes. Similarly, (Harney & Collings, 2021 ) emphasize that co-creation must be supported by a culture of openness and collaboration. Empirical evidence suggests that organizations that successfully integrate digitalization and HR co-creation experience improved performance outcomes. For instance, (Renkema et al., 2021 ) found that co-created digital HR systems enhance employee engagement and organizational effectiveness. Similarly, Dempsey-Brench and Shantz ( 2022 ) highlight that digital tools can amplify the benefits of co-creation by enabling broader participation and more efficient communication. In conclusion, the integration of digitalization and HR co-creation offers a promising approach to improving performance evaluation systems. However, its success depends on careful design, implementation, and alignment with organizational context. Future research should explore how organizations can overcome the challenges associated with this integration and maximize its benefits. Methodology This study adopts a qualitative methodology to explore how digital performance evaluation systems are implemented and co-created within organizations, with a particular focus on the role of front-line managers. A qualitative approach is appropriate for this research because it enables an in-depth understanding of participants’ experiences, perceptions, and interpretations, which cannot be adequately captured through quantitative methods. The study is grounded in an interpretivist paradigm, which emphasizes the subjective meanings individuals attach to organizational practices and recognizes that reality is socially constructed through interactions. By employing qualitative inquiry, this research aims to uncover rich, contextual insights into how digital performance evaluation systems are perceived and enacted, as well as how collaborative HR practices emerge in practice. This approach allows for a more nuanced exploration of complex organizational phenomena, particularly those involving human interactions and co-creation processes. Research Design This research employs a qualitative exploratory research design using semi-structured interviews as the primary data collection method. The exploratory design is particularly suitable for investigating relatively underexplored phenomena, such as the intersection between digital performance evaluation systems and HR co-creation through the lens of front-line managers. Rather than testing predetermined hypotheses, this design allows the researcher to explore emerging patterns, relationships, and themes from participants’ lived experiences. The study follows a multiple-case perspective, where participants from different organizations are included to capture diverse contexts and practices. This approach enhances the robustness of the findings by allowing comparisons across different organizational settings. The use of semi-structured interviews provides flexibility for participants to express their views while ensuring that the discussion remains aligned with the research objectives. Overall, the research design prioritizes depth, context, and meaning, which are essential for understanding the dynamics of digital HR practices and co-creation processes. Participants The participants in this study consist of employees and front-line managers who have direct experience with digital performance evaluation systems within their organizations. A purposive sampling strategy is employed to select participants who are knowledgeable and able to provide relevant insights into the research topic. The selection criteria include individuals who actively use digital performance evaluation tools and front-line managers who are responsible for implementing or overseeing performance appraisal processes. The study involves approximately 15 to 25 participants, which is considered sufficient to achieve data saturation, where no new significant themes emerge from additional interviews. This sample size aligns with qualitative research standards that prioritize depth and richness of data over large sample sizes. Participants are drawn from diverse organizational backgrounds to capture a wide range of experiences and perspectives. Variation in demographic characteristics such as age, gender, job roles, and years of experience is also considered to enhance the credibility and transferability of the findings. The inclusion of both employees and managers enables a comprehensive understanding of how digital performance evaluation systems are experienced and co-created across different organizational levels. Data Collection Procedures Data are collected through semi-structured interviews, which allow for an in-depth exploration of participants’ experiences and perspectives. An interview guide is developed based on the key themes of the study, including digital performance evaluation systems, HR co-creation, and the role of front-line managers. The guide consists of open-ended questions designed to encourage participants to elaborate on their experiences while allowing flexibility for probing and follow-up questions. Prior to the main data collection, the interview protocol is reviewed and refined to ensure clarity and relevance. Interviews are conducted either face-to-face or through online platforms such as Zoom or Google Meet, depending on participants’ availability and preferences. Each interview typically lasts between 30 and 60 minutes, providing sufficient time to explore the topics in depth. With participants’ informed consent, all interviews are audio-recorded to ensure accurate data capture. The recordings are then transcribed verbatim to facilitate systematic analysis. In addition to audio recordings, the researcher takes field notes during the interviews to capture contextual information and non-verbal cues that may enrich the interpretation of the data. All data are handled confidentially, and participants’ identities are anonymized to ensure ethical compliance. Data Analysis The data are analyzed using thematic analysis, which is a systematic method for identifying, analyzing, and interpreting patterns within qualitative data. This approach is suitable for exploring complex phenomena such as digital performance evaluation and HR co-creation, as it allows the researcher to derive meaningful themes from participants’ narratives. The analysis process begins with data familiarization, where the researcher carefully reads and re-reads the interview transcripts to gain an overall understanding of the data. Next, initial coding is conducted by identifying relevant segments of text and assigning codes that capture key ideas or concepts. These codes are then grouped into categories based on similarities and relationships. In the subsequent stage, the categories are refined into broader themes that represent the main findings of the study. These themes are reviewed and validated to ensure coherence and consistency across the dataset. The analysis is iterative, allowing for continuous refinement of themes as new insights emerge. To enhance the trustworthiness of the findings, several strategies are employed, including credibility, dependability, and confirmability. Techniques such as member checking, peer debriefing, and maintaining an audit trail are used to ensure the rigor of the analysis. The final results are presented in a narrative form, supported by direct quotations from participants to provide rich and contextualized evidence for each theme. Findings Digitalization as an Enabler of Transparency and Efficiency The findings reveal that digitalization plays a transformative role in enhancing both transparency and efficiency within performance evaluation systems. Participants consistently emphasized that the transition from traditional, paper-based or manual appraisal processes to digital platforms has fundamentally changed how performance information is accessed, interpreted, and utilized. Digital performance evaluation systems provide real-time visibility into individual and team performance, allowing employees to continuously monitor their progress against predefined targets. This ongoing access to performance data reduces uncertainty and ambiguity, which were commonly associated with conventional evaluation methods that relied on periodic reviews. A key aspect of transparency identified in the interviews is the availability and accessibility of performance information. Employees reported that digital systems enable them to clearly understand performance metrics, expectations, and evaluation criteria. Unlike traditional systems where feedback is often delayed or selectively communicated, digital platforms ensure that relevant information is consistently available to all stakeholders. As one participant noted: Everything is clearly displayed in the system what is expected, what has been achieved, and what still needs improvement. It feels more open and fair. This increased transparency not only enhances employees’ understanding of their roles but also contributes to a stronger perception of fairness in the evaluation process. When performance criteria and results are visible and standardized, employees are less likely to perceive bias or subjectivity in managerial decisions. In this sense, digitalization acts as a mechanism for building trust between employees and management, particularly in contexts where performance evaluations are closely tied to rewards, promotions, or career development. In addition to transparency, digitalization significantly improves operational efficiency in performance management. Front-line managers highlighted that digital tools reduce administrative burdens associated with data collection, documentation, and reporting. Automated features such as performance tracking dashboards, reminders, and analytics allow managers to focus more on strategic and developmental aspects of their roles rather than routine administrative tasks. One manager explained: Before using the system, we spent a lot of time collecting and organizing data. Now, everything is already there, and we can focus on giving meaningful feedback. This shift from administrative work to value-added activities enhances the overall effectiveness of performance management practices. Managers are able to provide more timely and relevant feedback, which is critical for employee development and continuous improvement. The immediacy of digital feedback mechanisms also supports a more dynamic and responsive approach to performance evaluation, moving away from static, annual reviews toward continuous performance conversations. Furthermore, digitalization facilitates data-driven decision-making, which enhances the objectivity of performance evaluations. Participants noted that the use of analytics and system-generated reports reduces reliance on subjective judgments, thereby minimizing potential biases. Performance data can be aggregated and analyzed to identify trends, compare performance across teams, and inform organizational strategies. This capability not only improves the accuracy of individual evaluations but also supports more informed decision-making at the organizational level. However, despite these advantages, the findings also indicate that the benefits of digitalization are not without limitations. Some participants expressed concerns that an excessive focus on quantifiable metrics may lead to a narrow understanding of performance. Aspects such as creativity, collaboration, and emotional intelligence are often difficult to capture through digital systems, which may result in an incomplete evaluation of employee contributions. One participant commented: The system is good for tracking numbers, but it doesn’t always reflect how we work as a team or support each other. Additionally, while digital systems enhance transparency, they may also create a sense of constant monitoring, which can be perceived as intrusive by some employees. This highlights the need for organizations to strike a balance between transparency and employee autonomy, ensuring that digital tools are used to support rather than control performance. Overall, the findings suggest that digitalization serves as a powerful enabler of transparency and efficiency in performance evaluation systems. By providing real-time access to information, reducing administrative burdens, and supporting data-driven decision-making, digital platforms contribute to more effective and equitable performance management practices. However, to fully realize these benefits, organizations must ensure that digital systems are designed in a way that captures both quantitative and qualitative aspects of performance, while also maintaining trust and employee well-being. HR Co-Creation as a Driver of Engagement and Ownership The findings of this study demonstrate that HR co-creation plays a pivotal role in fostering employee engagement and cultivating a strong sense of ownership toward performance evaluation systems. Participants consistently emphasized that when employees are actively involved in shaping HR practices particularly in defining performance criteria, providing feedback, and refining evaluation processes they develop a deeper connection to both the system and the organization. This participatory approach transforms employees from passive recipients of HR policies into active contributors, thereby enhancing their psychological investment in organizational outcomes. A central dimension of HR co-creation identified in the interviews is employee participation in decision-making processes. Participants reported that being invited to share their perspectives on performance metrics and evaluation mechanisms increases their sense of inclusion and value within the organization. This involvement not only strengthens their understanding of performance expectations but also aligns organizational goals with individual capabilities. As one participant explained: When we are involved in setting the targets or giving input about the system, it feels like the goals are ours, not just something imposed by management. This sense of shared ownership contributes significantly to intrinsic motivation. Employees are more likely to commit to performance goals when they perceive that these goals have been co-developed rather than externally imposed. In this context, HR co-creation serves as a mechanism for enhancing both engagement and accountability, as employees feel responsible for achieving outcomes that they helped define. Moreover, the findings highlight that HR co-creation enhances the perceived fairness and legitimacy of performance evaluation systems. Participants indicated that transparency alone is insufficient to ensure fairness; rather, fairness is strengthened when employees have a voice in shaping the system. Through collaborative processes, employees gain a clearer understanding of how evaluation criteria are determined and how decisions are made. One participant noted: It’s not just about seeing the results, but also understanding how those results are decided. Being part of that process makes it feel more fair. This perception of fairness is critical for building trust in HR practices, which in turn influences employee satisfaction and organizational commitment. When employees perceive the evaluation process as fair and inclusive, they are more likely to accept outcomes even when those outcomes are not entirely favorable. Another important aspect of HR co-creation is its role in promoting continuous dialogue and feedback between employees, managers, and HR professionals. Participants described co-creation as an ongoing process rather than a one-time activity, involving regular interactions and exchanges of ideas. This continuous engagement fosters a culture of open communication, where employees feel comfortable expressing their opinions and suggestions. Front-line managers also highlighted that such dialogue helps them better understand employee needs and tailor evaluation processes accordingly: When we involve the team in discussions, we get better insights into what works and what doesn’t. It’s a learning process for everyone. This iterative process not only improves the design of performance evaluation systems but also strengthens relationships within the organization. By encouraging collaboration and mutual understanding, HR co-creation contributes to a more inclusive and supportive work environment. However, the findings also reveal that the effectiveness of HR co-creation depends on the organizational culture and readiness for participation. In some cases, participants reported that employees were hesitant to engage in co-creation processes due to a lack of confidence or familiarity with participatory practices. This suggests that organizations need to actively foster a culture that encourages employee voice and empowers individuals to contribute meaningfully. One participant remarked: Not everyone is used to giving opinions about HR processes. It takes time to build that confidence. Additionally, the role of front-line managers is crucial in facilitating HR co-creation. Managers act as intermediaries who encourage participation, mediate discussions, and ensure that employee input is considered in decision-making. Without managerial support, co-creation initiatives may struggle to gain traction or produce meaningful outcomes. Overall, the findings indicate that HR co-creation is a powerful driver of employee engagement and ownership in performance evaluation systems. By involving employees in the design and implementation of HR practices, organizations can enhance motivation, improve perceptions of fairness, and foster a culture of collaboration. Nevertheless, the success of HR co-creation depends on supportive leadership, organizational culture, and the willingness of employees to actively participate. The Central Role of Front-Line Managers The findings of this study underscore the central and multifaceted role of front-line managers in shaping the effectiveness of digital performance evaluation systems and HR co-creation practices. While digital technologies provide the infrastructure for performance tracking and data analysis, it is the front-line managers who translate these systems into meaningful practices within day-to-day organizational life. Participants consistently highlighted that the success of digital performance evaluation systems is not determined solely by technological sophistication, but largely by how managers interpret, communicate, and implement these systems in their interactions with employees. One of the most prominent roles identified is that of sensemaker and interpreter. Digital systems generate large volumes of performance data, but these data require contextualization to be meaningful. Employees often rely on their managers to explain performance metrics, clarify expectations, and provide guidance on how to improve. As one participant noted: The system shows the numbers, but my manager helps me understand what those numbers actually mean and what I should do next. This highlights that front-line managers act as a bridge between abstract system outputs and practical employee actions. Without this interpretive role, digital systems risk becoming impersonal tools that fail to support employee development. In addition, front-line managers serve as facilitators of HR co-creation. The findings reveal that managers play a crucial role in encouraging employee participation in performance evaluation processes. They create opportunities for dialogue, invite feedback, and ensure that employees’ voices are heard in shaping evaluation criteria and practices. One manager explained: If we want people to be involved, we need to actively ask for their input and make them feel that their opinions matter. This facilitative role is essential for fostering a participatory culture, as employees may not naturally engage in co-creation without encouragement and support. Managers who adopt an inclusive leadership style are more successful in promoting engagement and ownership among their team members. Furthermore, front-line managers are key actors in ensuring fairness and consistency in performance evaluation. Although digital systems provide standardized metrics, the interpretation and application of these metrics often depend on managerial judgment. Participants emphasized that fair and transparent communication from managers significantly influences their perception of the evaluation process. One employee stated: Even with a good system, if the manager is not fair or clear, the process can still feel biased. This suggests that managerial behavior remains a critical determinant of perceived justice, reinforcing the idea that technology cannot fully replace human judgment in performance management. Another important role of front-line managers is that of coach and developer. Digital performance systems enable continuous monitoring, but it is the manager who provides developmental feedback and supports employee growth. Participants reported that regular feedback sessions, personalized guidance, and constructive discussions with managers are essential for translating performance data into meaningful development outcomes. This coaching role becomes even more important in digital contexts, where interactions may otherwise become overly transactional. However, the findings also indicate that front-line managers face significant challenges in fulfilling these roles. Many managers reported experiencing increased workload due to the need to manage both technological systems and interpersonal relationships. Balancing administrative responsibilities with developmental and collaborative roles can be demanding, particularly in organizations undergoing digital transformation. Moreover, the effectiveness of front-line managers depends on their digital competencies and interpersonal skills. Managers who lack familiarity with digital tools may struggle to utilize performance systems effectively, while those with limited communication skills may find it difficult to facilitate co-creation processes. This highlights the need for organizations to invest in training and development programs that equip managers with both technical and relational capabilities. Overall, the findings demonstrate that front-line managers are central to the successful integration of digital performance evaluation systems and HR co-creation practices. They act as interpreters, facilitators, evaluators, and coaches, bridging the gap between technology and human interaction. Their role is not only operational but also relational and strategic, influencing how employees perceive and engage with performance management systems. Therefore, organizations must recognize and support the critical role of front-line managers to fully realize the benefits of digital and collaborative HR practices. Challenges in Implementing Digital and Collaborative Systems Despite the numerous benefits associated with digital performance evaluation systems and HR co-creation, the findings reveal several significant challenges that organizations face in implementing these approaches effectively. These challenges stem from technological, organizational, and human factors, highlighting the complexity of integrating digitalization with collaborative HR practices. One of the most frequently mentioned challenges is the issue of digital literacy and technological readiness. Participants reported varying levels of familiarity and comfort with digital systems, which can affect their ability to engage effectively with performance evaluation tools. Employees who are less technologically proficient may experience difficulties in navigating the system, interpreting data, or utilizing available features. As one participant explained: Sometimes the system feels complicated, especially for those who are not used to using digital tools. This digital divide can create inequalities in how performance is evaluated and perceived, potentially disadvantaging certain groups of employees. It also places additional pressure on managers to provide support and guidance, further increasing their workload. Another major challenge is resistance to change, particularly in organizations transitioning from traditional performance management practices to digital and co-created systems. Participants noted that some employees and managers are reluctant to adopt new approaches due to uncertainty, fear of increased transparency, or attachment to established routines. One manager stated: “People are used to the old system, and not everyone is comfortable with the level of transparency that the digital system brings.” This resistance can hinder the adoption and effectiveness of new systems, especially when it is not addressed through proper change management strategies. Organizational culture plays a crucial role in this regard, as cultures that are hierarchical or risk-averse may be less conducive to participatory and technology-driven practices. The findings also highlight concerns related to data privacy and perceived surveillance. While digital systems enhance transparency, they may also create a sense of constant monitoring among employees. Some participants expressed discomfort with the idea that their performance is continuously tracked and recorded, which can lead to stress and reduced trust in the system. One participant remarked: “It sometimes feels like everything we do is being watched, and that can be uncomfortable.” This perception of surveillance can undermine the intended benefits of digitalization, particularly if employees feel that the system is used for control rather than development. Organizations must therefore carefully manage how data are collected, used, and communicated to maintain trust and acceptance. In addition, the implementation of HR co-creation presents its own set of challenges, particularly in terms of employee participation and engagement. While co-creation aims to involve employees in decision-making, not all individuals are willing or able to participate actively. Some participants reported a lack of confidence, experience, or motivation to contribute to HR processes. Others indicated that time constraints and workload pressures limit their ability to engage in co-creation activities. Furthermore, there may be conflicting interests and expectations among stakeholders. Employees, managers, and HR professionals may have different perspectives on what constitutes fair and effective performance evaluation. Managing these differences requires negotiation and compromise, which can be time-consuming and complex. Without clear guidance and facilitation, co-creation processes may become inefficient or fail to produce meaningful outcomes. Another challenge relates to the integration of digital systems with existing organizational processes. Participants noted that digital performance evaluation systems are sometimes implemented without sufficient alignment with organizational workflows, leading to duplication of tasks or inconsistencies in data usage. This lack of integration can reduce the efficiency gains expected from digitalization and create confusion among users. Overall, the findings indicate that implementing digital and collaborative performance evaluation systems is a complex process that requires careful consideration of technological, human, and organizational factors. While digitalization and co-creation offer significant potential for improving performance management, their success depends on addressing challenges related to digital literacy, resistance to change, trust, participation, and system integration. Organizations must adopt a holistic approach that combines technological innovation with effective change management, training, and cultural development to fully realize the benefits of these systems. Declarations Funding: This research received no specific grant from any funding agency in the public, commercial, or not-for- profit sectors. Competing Interests: The author(s) declare no potential conflicts of interest with respect to the research and authorship pertaining to this article. Ethical Approval Statement: This study was conducted in accordance with ethical research standards. Ethical approval for this research was obtained from the Institutional Review Board (IRB) / Ethics Committee of [Nama Institusi Anda]. All procedures performed in this study involving human participants were in accordance with the ethical standards of the institutional research committee and with relevant guidelines and regulations. Informed Consent: Informed consent was obtained from all individual participants involved in the study. Participants were informed about the purpose of the research, their rights to confidentiality, and their right to withdraw from the study at any time without any consequences. Data Availability Statement: The datasets generated and/or analyzed during the current study are available from the corresponding author upon reasonable request. The data include interview transcripts, coding frameworks, and thematic analysis outputs used to support the findings of this study. Due to confidentiality and privacy considerations, some data may not be publicly shared but can be made available in anonymized form for academic and peer review purposes. Author Contribution M.R. conceptualized the study and designed the research framework. M.R. and M.Ri. developed the methodology and conducted data analysis. M.Ri. and S.R. collected the data and contributed to data interpretation. M.R. wrote the main manuscript text, and S.R. prepared the figures and tables. All authors reviewed and approved the final version of the manuscript. 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One critical area undergoing significant transformation is the performance evaluation system, which has evolved from traditional, annual appraisal practices into more dynamic, technology-enabled, and continuous feedback mechanisms. Digital performance evaluation systems supported by analytics, platforms, and real-time data\u0026mdash;are now seen as strategic tools to enhance organizational effectiveness and employee development (Ciampi et al., \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). However, despite technological advancements, many organizations continue to face persistent challenges related to fairness, transparency, and employee engagement in performance appraisal processes (Murphy, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) .\u003c/p\u003e \u003cp\u003eExtant literature consistently highlights that traditional performance management systems often fail to achieve their intended objectives. These systems are frequently criticized for being overly subjective, bureaucratic, and disconnected from actual employee performance and organizational outcomes (Zhang \u0026amp; Chen, \u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). Furthermore, employees often perceive performance evaluations as punitive rather than developmental, which undermines trust and reduces motivation. As a result, organizations are increasingly seeking innovative approaches to redesign performance evaluation systems that are more inclusive, transparent, and aligned with employee expectations.\u003c/p\u003e \u003cp\u003eThe integration of digital technologies into HR processes has been proposed as a promising solution to address these shortcomings. Digital performance evaluation systems enable continuous monitoring, real-time feedback, and data-driven decision-making, which can significantly improve the accuracy and relevance of performance assessments (Hail et al., \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). Additionally, digitalization enhances organizational agility by allowing firms to rapidly adapt performance metrics and evaluation criteria in response to changing business environments (Ciampi et al., \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). Nevertheless, the mere adoption of digital tools does not automatically guarantee improved outcomes, as human and relational factors remain central to the effectiveness of performance management systems.\u003c/p\u003e \u003cp\u003eRecent scholarly discourse has shifted toward more participatory and relational approaches in HRM, particularly through the concept of Human Resource Co-Creation (HRCC). HR co-creation emphasizes collaborative design and implementation of HR practices involving multiple stakeholders, including employees, managers, and HR professionals (Boekhorst et al., \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). This approach challenges the traditional top-down model of performance evaluation by positioning employees as active contributors rather than passive recipients. Empirical evidence suggests that co-created HR practices can enhance employee engagement, satisfaction, and perceived fairness of HR systems (Dempsey-Brench \u0026amp; Shantz, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2022\u003c/span\u003e) .\u003c/p\u003e \u003cp\u003eWithin this context, front-line managers play a pivotal role as intermediaries between strategic HR policies and employees\u0026rsquo; day-to-day experiences. They are uniquely positioned to interpret, implement, and adapt performance evaluation systems while simultaneously influencing employee perceptions of fairness and effectiveness (Abeysiriwardana et al., \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2025\u003c/span\u003e). However, existing research indicates that front-line managers often experience frustration with performance management systems due to unclear expectations, rigid processes, and conflicting objectives. This highlights the need to better understand their roles within digitally enabled and co-created performance evaluation systems.\u003c/p\u003e \u003cp\u003eMoreover, the growing emphasis on employee voice and stakeholder involvement further underscores the importance of collaborative approaches in HRM. Co-creation not only enhances system design but also fosters trust, transparency, and organizational legitimacy (Rizun et al., \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2025\u003c/span\u003e). In digital contexts, where performance data is increasingly complex and multidimensional, incorporating diverse stakeholder perspectives becomes essential to ensure that evaluation systems capture both tangible and intangible aspects of performance, such as creativity, collaboration, and innovation.\u003c/p\u003e \u003cp\u003eDespite these advancements, there remains a significant research gap in understanding how digital performance evaluation systems can be effectively co-created and implemented through the active involvement of front-line managers. While prior studies have explored digitalization and performance management separately, limited attention has been given to the intersection of digital HR systems, co-creation frameworks, and managerial roles. This gap is particularly relevant in contemporary organizations where hybrid work environments and digital platforms are reshaping managerial responsibilities and employee interactions.\u003c/p\u003e \u003cp\u003eTherefore, this study aims to address this gap by exploring how digital performance evaluation systems can be revitalized through an HR co-creation lens, with a specific focus on the roles of front-line managers. By integrating insights from digital HRM, performance management, and co-creation literature, this research seeks to contribute to both theory and practice by offering a more holistic and inclusive framework for designing effective performance evaluation systems in the digital age.\u003c/p\u003e"},{"header":"Review of Literature","content":"\u003cp\u003eThe evolution of performance evaluation systems has been significantly influenced by the rapid advancement of digital technologies. Traditional performance appraisal systems, which relied heavily on annual reviews and subjective judgments, are increasingly being replaced by digital performance evaluation systems that emphasize continuous feedback, real-time data tracking, and analytics-driven insights. These systems are designed to enhance accuracy, transparency, and responsiveness in performance management processes (Kaloeti et al., \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e2021\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eDigital performance evaluation systems leverage technologies such as cloud computing, artificial intelligence, and big data analytics to collect and analyze employee performance data more efficiently. According to Strohmeier (2020), digital HRM enables organizations to transform performance management into a dynamic and ongoing process rather than a static, periodic activity. Similarly, (Vial, \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) argue that digital tools facilitate more objective performance measurement by reducing human bias and increasing data reliability. This shift toward data-driven evaluation has been shown to improve decision-making and organizational effectiveness.\u003c/p\u003e \u003cp\u003eHowever, despite these advantages, the implementation of digital performance evaluation systems is not without challenges. One major concern is the potential over-reliance on quantitative metrics, which may overlook qualitative aspects of performance such as creativity, teamwork, and emotional intelligence (Meijerink, \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). Moreover, employees may perceive digital monitoring as intrusive, leading to decreased trust and increased resistance to such systems (Ciampi et al., \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). These concerns highlight the importance of balancing technological efficiency with human-centered design.\u003c/p\u003e \u003cp\u003eAnother critical issue is the digital divide within organizations. Not all employees possess the same level of digital literacy, which can create disparities in how performance is evaluated and interpreted (Bal et al., \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). Organizations must therefore invest in training and development to ensure that employees can effectively engage with digital performance systems. Additionally, the integration of digital tools into existing HR processes requires careful planning and alignment with organizational culture and strategy.\u003c/p\u003e \u003cp\u003eRecent studies emphasize that the success of digital performance evaluation systems depends not only on technological capabilities but also on organizational readiness and leadership support. For instance, (Renkema et al., \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) highlight that digital HR transformation requires a holistic approach that integrates technology, people, and processes. Similarly, Meijerink et al. (2021) argue that organizations must adopt a socio-technical perspective to ensure that digital systems are aligned with employee needs and organizational goals.\u003c/p\u003e \u003cp\u003eIn conclusion, digital performance evaluation systems represent a significant advancement in HRM practices. While they offer numerous benefits in terms of efficiency, accuracy, and adaptability, their effectiveness depends on how well they are implemented and integrated into organizational contexts. Future research should explore how these systems can be designed to balance technological innovation with human-centric values, particularly in relation to employee engagement and trust.\u003c/p\u003e \u003cp\u003eHuman Resource Co-Creation (HRCC) has emerged as a transformative approach in HRM, emphasizing collaboration between HR professionals, managers, and employees in designing and implementing HR practices. Unlike traditional top-down HR models, HR co-creation recognizes employees as active participants who contribute valuable insights and experiences to the development of HR systems (Saha et al., \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2022\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eThe concept of co-creation is rooted in service-dominant logic, which views value as being co-created through interactions among stakeholders rather than delivered unilaterally by organizations (Parry \u0026amp; Battista, \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2023a\u003c/span\u003e). In the context of HRM, this perspective shifts the focus from standardized HR practices to more flexible and inclusive approaches that reflect the needs and preferences of employees. According to Harney \u0026amp; Collings (\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2021\u003c/span\u003e), HR co-creation enhances the relevance and effectiveness of HR practices by incorporating diverse perspectives.\u003c/p\u003e \u003cp\u003eEmpirical studies suggest that HR co-creation positively impacts employee engagement, satisfaction, and organizational commitment. For example, (Dempsey-Brench \u0026amp; Shantz, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2022\u003c/span\u003e) found that employees who are involved in HR decision-making processes are more likely to perceive HR practices as fair and meaningful. Similarly, Dangol (\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) demonstrate that co-created HR systems foster a sense of ownership and empowerment among employees, which in turn improves performance outcomes.\u003c/p\u003e \u003cp\u003eHowever, implementing HR co-creation is not without challenges. One key issue is the potential for conflicting interests among stakeholders, which can complicate decision-making processes (Meijerink et al., 2021). Additionally, co-creation requires a cultural shift within organizations, as it challenges traditional power dynamics and hierarchical structures. Organizations must therefore cultivate a culture of trust, openness, and collaboration to support co-creation initiatives.\u003c/p\u003e \u003cp\u003eAnother important consideration is the role of digital technologies in enabling HR co-creation. Digital platforms facilitate communication, collaboration, and knowledge sharing among stakeholders, making it easier to involve employees in HR processes (Strohmeier, 2020). However, the effectiveness of these platforms depends on their usability and accessibility, as well as the willingness of employees to engage with them.\u003c/p\u003e \u003cp\u003eRecent research highlights the importance of aligning HR co-creation with organizational strategy and goals. According to Meijerink et al. (2021), co-creation should not be seen as an end in itself but as a means to enhance organizational performance and employee well-being. This requires a clear understanding of the objectives of co-creation and the roles of different stakeholders in the process.\u003c/p\u003e \u003cp\u003eIn summary, HR co-creation represents a paradigm shift in HRM, moving from a top-down approach to a more collaborative and inclusive model. While it offers significant benefits in terms of engagement and effectiveness, its successful implementation requires careful consideration of organizational culture, stakeholder dynamics, and technological support.\u003c/p\u003e \u003cp\u003eFront-line managers play a crucial role in the implementation and effectiveness of performance evaluation systems. As the primary link between organizational strategy and employee performance, they are responsible for interpreting HR policies, conducting evaluations, and providing feedback to employees. Their role becomes even more critical in the context of digital performance evaluation systems, where they must navigate both technological tools and human interactions (Mishra, \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2022\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eResearch indicates that front-line managers significantly influence employee perceptions of fairness and accuracy in performance evaluations. According to Nyathi \u0026amp; Kekwaletswe (\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2024\u003c/span\u003e), employees are more likely to accept and trust performance evaluations when they perceive their managers as competent, unbiased, and supportive. Similarly, (Wang et al., \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) argue that front-line managers act as \u0026ldquo;HR implementers\u0026rdquo; who translate HR practices into daily work experiences.\u003c/p\u003e \u003cp\u003eHowever, front-line managers often face challenges in fulfilling their roles effectively. One common issue is the lack of clarity and consistency in performance evaluation criteria, which can lead to confusion and inconsistency in assessments (POLJAŠEVIĆ et al., \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). Additionally, managers may lack the necessary skills and training to use digital performance evaluation tools effectively, which can hinder the accuracy and usefulness of evaluations (Luppichini et al., \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2025\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eAnother challenge is the tension between administrative and developmental roles. While performance evaluations are intended to support employee development, they are often used for administrative purposes such as promotions and compensation decisions. This dual role can create conflicts for managers, who must balance organizational requirements with employee needs (Murphy, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2020\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eRecent studies emphasize the importance of supporting front-line managers through training, resources, and clear guidelines. For example, Meijerink et al. (2021) highlight that empowering managers with digital competencies and decision-making authority can enhance their effectiveness in performance evaluation processes. Similarly, (Vial, \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) suggest that organizations should provide ongoing support and feedback to managers to improve their performance management skills.\u003c/p\u003e \u003cp\u003eIn the context of HR co-creation, front-line managers also play a key role in facilitating collaboration between employees and HR professionals. They can act as mediators who ensure that employee voices are heard and incorporated into HR practices. This requires strong communication skills, empathy, and a willingness to engage in collaborative decision-making.\u003c/p\u003e \u003cp\u003eOverall, front-line managers are central to the success of performance evaluation systems. Their ability to effectively implement and adapt these systems depends on their skills, resources, and the organizational context in which they operate. Future research should explore how organizations can better support front-line managers in their roles, particularly in digitally enabled and co-created HR environments.\u003c/p\u003e \u003cp\u003eThe integration of digitalization and HR co-creation represents a significant advancement in modern HRM practices. Digital technologies provide the infrastructure and tools necessary to facilitate co-creation, while HR co-creation ensures that these technologies are designed and implemented in a way that meets the needs of stakeholders. This synergy has the potential to transform performance evaluation systems into more inclusive, adaptive, and effective processes (Strohmeier, \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e2020b\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eDigital platforms enable real-time communication, collaboration, and data sharing, which are essential for co-creation. For example, online feedback systems allow employees to provide input on performance criteria and evaluation processes, while analytics tools enable organizations to incorporate diverse data sources into performance assessments (Ciampi et al., \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). These capabilities enhance transparency and accountability, which are critical for building trust in performance evaluation systems.\u003c/p\u003e \u003cp\u003eHowever, integrating digitalization and co-creation also presents challenges. One key issue is ensuring that digital tools are user-friendly and accessible to all employees. If systems are too complex or difficult to use, they may discourage participation and undermine the goals of co-creation (Vial, \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). Additionally, organizations must address concerns related to data privacy and security, as employees may be hesitant to share information if they do not trust how it will be used (Bal et al., \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2022\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eAnother challenge is aligning digital and co-creation initiatives with organizational culture and strategy. According to (Parry \u0026amp; Battista, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2023b\u003c/span\u003e), successful digital HR transformation requires a holistic approach that integrates technology, people, and processes. Similarly, (Harney \u0026amp; Collings, \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) emphasize that co-creation must be supported by a culture of openness and collaboration.\u003c/p\u003e \u003cp\u003eEmpirical evidence suggests that organizations that successfully integrate digitalization and HR co-creation experience improved performance outcomes. For instance, (Renkema et al., \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) found that co-created digital HR systems enhance employee engagement and organizational effectiveness. Similarly, Dempsey-Brench and Shantz (\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2022\u003c/span\u003e) highlight that digital tools can amplify the benefits of co-creation by enabling broader participation and more efficient communication.\u003c/p\u003e \u003cp\u003eIn conclusion, the integration of digitalization and HR co-creation offers a promising approach to improving performance evaluation systems. However, its success depends on careful design, implementation, and alignment with organizational context. Future research should explore how organizations can overcome the challenges associated with this integration and maximize its benefits.\u003c/p\u003e "},{"header":"Methodology","content":"\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e \u003cp\u003eThis study adopts a qualitative methodology to explore how digital performance evaluation systems are implemented and co-created within organizations, with a particular focus on the role of front-line managers. A qualitative approach is appropriate for this research because it enables an in-depth understanding of participants\u0026rsquo; experiences, perceptions, and interpretations, which cannot be adequately captured through quantitative methods. The study is grounded in an interpretivist paradigm, which emphasizes the subjective meanings individuals attach to organizational practices and recognizes that reality is socially constructed through interactions. By employing qualitative inquiry, this research aims to uncover rich, contextual insights into how digital performance evaluation systems are perceived and enacted, as well as how collaborative HR practices emerge in practice. This approach allows for a more nuanced exploration of complex organizational phenomena, particularly those involving human interactions and co-creation processes.\u003c/p\u003e \u003c/div\u003e\n\u003ch3\u003eResearch Design\u003c/h3\u003e\n\u003cp\u003eThis research employs a qualitative exploratory research design using semi-structured interviews as the primary data collection method. The exploratory design is particularly suitable for investigating relatively underexplored phenomena, such as the intersection between digital performance evaluation systems and HR co-creation through the lens of front-line managers. Rather than testing predetermined hypotheses, this design allows the researcher to explore emerging patterns, relationships, and themes from participants\u0026rsquo; lived experiences.\u003c/p\u003e \u003cp\u003eThe study follows a multiple-case perspective, where participants from different organizations are included to capture diverse contexts and practices. This approach enhances the robustness of the findings by allowing comparisons across different organizational settings. The use of semi-structured interviews provides flexibility for participants to express their views while ensuring that the discussion remains aligned with the research objectives. Overall, the research design prioritizes depth, context, and meaning, which are essential for understanding the dynamics of digital HR practices and co-creation processes.\u003c/p\u003e\n\u003ch3\u003eParticipants\u003c/h3\u003e\n\u003cp\u003eThe participants in this study consist of employees and front-line managers who have direct experience with digital performance evaluation systems within their organizations. A purposive sampling strategy is employed to select participants who are knowledgeable and able to provide relevant insights into the research topic. The selection criteria include individuals who actively use digital performance evaluation tools and front-line managers who are responsible for implementing or overseeing performance appraisal processes.\u003c/p\u003e \u003cp\u003eThe study involves approximately 15 to 25 participants, which is considered sufficient to achieve data saturation, where no new significant themes emerge from additional interviews. This sample size aligns with qualitative research standards that prioritize depth and richness of data over large sample sizes. Participants are drawn from diverse organizational backgrounds to capture a wide range of experiences and perspectives. Variation in demographic characteristics such as age, gender, job roles, and years of experience is also considered to enhance the credibility and transferability of the findings. The inclusion of both employees and managers enables a comprehensive understanding of how digital performance evaluation systems are experienced and co-created across different organizational levels.\u003c/p\u003e\n\u003ch3\u003eData Collection Procedures\u003c/h3\u003e\n\u003cp\u003eData are collected through semi-structured interviews, which allow for an in-depth exploration of participants\u0026rsquo; experiences and perspectives. An interview guide is developed based on the key themes of the study, including digital performance evaluation systems, HR co-creation, and the role of front-line managers. The guide consists of open-ended questions designed to encourage participants to elaborate on their experiences while allowing flexibility for probing and follow-up questions.\u003c/p\u003e \u003cp\u003ePrior to the main data collection, the interview protocol is reviewed and refined to ensure clarity and relevance. Interviews are conducted either face-to-face or through online platforms such as Zoom or Google Meet, depending on participants\u0026rsquo; availability and preferences. Each interview typically lasts between 30 and 60 minutes, providing sufficient time to explore the topics in depth.\u003c/p\u003e \u003cp\u003eWith participants\u0026rsquo; informed consent, all interviews are audio-recorded to ensure accurate data capture. The recordings are then transcribed verbatim to facilitate systematic analysis. In addition to audio recordings, the researcher takes field notes during the interviews to capture contextual information and non-verbal cues that may enrich the interpretation of the data. All data are handled confidentially, and participants\u0026rsquo; identities are anonymized to ensure ethical compliance.\u003c/p\u003e \u003cdiv id=\"Sec7\" class=\"Section2\"\u003e \u003ch2\u003eData Analysis\u003c/h2\u003e \u003cp\u003eThe data are analyzed using thematic analysis, which is a systematic method for identifying, analyzing, and interpreting patterns within qualitative data. This approach is suitable for exploring complex phenomena such as digital performance evaluation and HR co-creation, as it allows the researcher to derive meaningful themes from participants\u0026rsquo; narratives.\u003c/p\u003e \u003cp\u003eThe analysis process begins with data familiarization, where the researcher carefully reads and re-reads the interview transcripts to gain an overall understanding of the data. Next, initial coding is conducted by identifying relevant segments of text and assigning codes that capture key ideas or concepts. These codes are then grouped into categories based on similarities and relationships.\u003c/p\u003e \u003cp\u003eIn the subsequent stage, the categories are refined into broader themes that represent the main findings of the study. These themes are reviewed and validated to ensure coherence and consistency across the dataset. The analysis is iterative, allowing for continuous refinement of themes as new insights emerge.\u003c/p\u003e \u003cp\u003eTo enhance the trustworthiness of the findings, several strategies are employed, including credibility, dependability, and confirmability. Techniques such as member checking, peer debriefing, and maintaining an audit trail are used to ensure the rigor of the analysis. The final results are presented in a narrative form, supported by direct quotations from participants to provide rich and contextualized evidence for each theme.\u003c/p\u003e \u003c/div\u003e "},{"header":"Findings","content":"\u003cdiv id=\"Sec8\" class=\"Section2\"\u003e \u003cdiv id=\"Sec9\" class=\"Section3\"\u003e \u003ch2\u003eDigitalization as an Enabler of Transparency and Efficiency\u003c/h2\u003e \u003cp\u003eThe findings reveal that digitalization plays a transformative role in enhancing both transparency and efficiency within performance evaluation systems. Participants consistently emphasized that the transition from traditional, paper-based or manual appraisal processes to digital platforms has fundamentally changed how performance information is accessed, interpreted, and utilized. Digital performance evaluation systems provide real-time visibility into individual and team performance, allowing employees to continuously monitor their progress against predefined targets. This ongoing access to performance data reduces uncertainty and ambiguity, which were commonly associated with conventional evaluation methods that relied on periodic reviews.\u003c/p\u003e \u003cp\u003eA key aspect of transparency identified in the interviews is the availability and accessibility of performance information. Employees reported that digital systems enable them to clearly understand performance metrics, expectations, and evaluation criteria. Unlike traditional systems where feedback is often delayed or selectively communicated, digital platforms ensure that relevant information is consistently available to all stakeholders. As one participant noted:\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eEverything is clearly displayed in the system what is expected, what has been achieved, and what still needs improvement. It feels more open and fair.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e \u003cp\u003eThis increased transparency not only enhances employees\u0026rsquo; understanding of their roles but also contributes to a stronger perception of fairness in the evaluation process. When performance criteria and results are visible and standardized, employees are less likely to perceive bias or subjectivity in managerial decisions. In this sense, digitalization acts as a mechanism for building trust between employees and management, particularly in contexts where performance evaluations are closely tied to rewards, promotions, or career development.\u003c/p\u003e \u003cp\u003eIn addition to transparency, digitalization significantly improves operational efficiency in performance management. Front-line managers highlighted that digital tools reduce administrative burdens associated with data collection, documentation, and reporting. Automated features such as performance tracking dashboards, reminders, and analytics allow managers to focus more on strategic and developmental aspects of their roles rather than routine administrative tasks. One manager explained:\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003e \u003cem\u003eBefore using the system, we spent a lot of time collecting and organizing data. Now, everything is already there, and we can focus on giving meaningful feedback.\u003c/em\u003e \u003c/p\u003e\u003c/div\u003e\u003c/p\u003e \u003cp\u003eThis shift from administrative work to value-added activities enhances the overall effectiveness of performance management practices. Managers are able to provide more timely and relevant feedback, which is critical for employee development and continuous improvement. The immediacy of digital feedback mechanisms also supports a more dynamic and responsive approach to performance evaluation, moving away from static, annual reviews toward continuous performance conversations.\u003c/p\u003e \u003cp\u003eFurthermore, digitalization facilitates data-driven decision-making, which enhances the objectivity of performance evaluations. Participants noted that the use of analytics and system-generated reports reduces reliance on subjective judgments, thereby minimizing potential biases. Performance data can be aggregated and analyzed to identify trends, compare performance across teams, and inform organizational strategies. This capability not only improves the accuracy of individual evaluations but also supports more informed decision-making at the organizational level.\u003c/p\u003e \u003cp\u003eHowever, despite these advantages, the findings also indicate that the benefits of digitalization are not without limitations. Some participants expressed concerns that an excessive focus on quantifiable metrics may lead to a narrow understanding of performance. Aspects such as creativity, collaboration, and emotional intelligence are often difficult to capture through digital systems, which may result in an incomplete evaluation of employee contributions. One participant commented:\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eThe system is good for tracking numbers, but it doesn\u0026rsquo;t always reflect how we work as a team or support each other.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e \u003cp\u003eAdditionally, while digital systems enhance transparency, they may also create a sense of constant monitoring, which can be perceived as intrusive by some employees. This highlights the need for organizations to strike a balance between transparency and employee autonomy, ensuring that digital tools are used to support rather than control performance.\u003c/p\u003e \u003cp\u003eOverall, the findings suggest that digitalization serves as a powerful enabler of transparency and efficiency in performance evaluation systems. By providing real-time access to information, reducing administrative burdens, and supporting data-driven decision-making, digital platforms contribute to more effective and equitable performance management practices. However, to fully realize these benefits, organizations must ensure that digital systems are designed in a way that captures both quantitative and qualitative aspects of performance, while also maintaining trust and employee well-being.\u003c/p\u003e \u003c/div\u003e \u003c/div\u003e\n\u003ch3\u003eHR Co-Creation as a Driver of Engagement and Ownership\u003c/h3\u003e\n\u003cp\u003eThe findings of this study demonstrate that HR co-creation plays a pivotal role in fostering employee engagement and cultivating a strong sense of ownership toward performance evaluation systems. Participants consistently emphasized that when employees are actively involved in shaping HR practices particularly in defining performance criteria, providing feedback, and refining evaluation processes they develop a deeper connection to both the system and the organization. This participatory approach transforms employees from passive recipients of HR policies into active contributors, thereby enhancing their psychological investment in organizational outcomes.\u003c/p\u003e \u003cp\u003eA central dimension of HR co-creation identified in the interviews is employee participation in decision-making processes. Participants reported that being invited to share their perspectives on performance metrics and evaluation mechanisms increases their sense of inclusion and value within the organization. This involvement not only strengthens their understanding of performance expectations but also aligns organizational goals with individual capabilities. As one participant explained:\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eWhen we are involved in setting the targets or giving input about the system, it feels like the goals are ours, not just something imposed by management.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e \u003cp\u003eThis sense of shared ownership contributes significantly to intrinsic motivation. Employees are more likely to commit to performance goals when they perceive that these goals have been co-developed rather than externally imposed. In this context, HR co-creation serves as a mechanism for enhancing both engagement and accountability, as employees feel responsible for achieving outcomes that they helped define.\u003c/p\u003e \u003cp\u003eMoreover, the findings highlight that HR co-creation enhances the perceived fairness and legitimacy of performance evaluation systems. Participants indicated that transparency alone is insufficient to ensure fairness; rather, fairness is strengthened when employees have a voice in shaping the system. Through collaborative processes, employees gain a clearer understanding of how evaluation criteria are determined and how decisions are made. One participant noted:\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003e \u003cem\u003eIt\u0026rsquo;s not just about seeing the results, but also understanding how those results are decided. Being part of that process makes it feel more fair.\u003c/em\u003e \u003c/p\u003e\u003c/div\u003e\u003c/p\u003e \u003cp\u003eThis perception of fairness is critical for building trust in HR practices, which in turn influences employee satisfaction and organizational commitment. When employees perceive the evaluation process as fair and inclusive, they are more likely to accept outcomes even when those outcomes are not entirely favorable. Another important aspect of HR co-creation is its role in promoting continuous dialogue and feedback between employees, managers, and HR professionals. Participants described co-creation as an ongoing process rather than a one-time activity, involving regular interactions and exchanges of ideas. This continuous engagement fosters a culture of open communication, where employees feel comfortable expressing their opinions and suggestions. Front-line managers also highlighted that such dialogue helps them better understand employee needs and tailor evaluation processes accordingly:\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eWhen we involve the team in discussions, we get better insights into what works and what doesn\u0026rsquo;t. It\u0026rsquo;s a learning process for everyone.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e \u003cp\u003eThis iterative process not only improves the design of performance evaluation systems but also strengthens relationships within the organization. By encouraging collaboration and mutual understanding, HR co-creation contributes to a more inclusive and supportive work environment.\u003c/p\u003e \u003cp\u003eHowever, the findings also reveal that the effectiveness of HR co-creation depends on the organizational culture and readiness for participation. In some cases, participants reported that employees were hesitant to engage in co-creation processes due to a lack of confidence or familiarity with participatory practices. This suggests that organizations need to actively foster a culture that encourages employee voice and empowers individuals to contribute meaningfully. One participant remarked:\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eNot everyone is used to giving opinions about HR processes. It takes time to build that confidence.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e \u003cp\u003eAdditionally, the role of front-line managers is crucial in facilitating HR co-creation. Managers act as intermediaries who encourage participation, mediate discussions, and ensure that employee input is considered in decision-making. Without managerial support, co-creation initiatives may struggle to gain traction or produce meaningful outcomes.\u003c/p\u003e \u003cp\u003eOverall, the findings indicate that HR co-creation is a powerful driver of employee engagement and ownership in performance evaluation systems. By involving employees in the design and implementation of HR practices, organizations can enhance motivation, improve perceptions of fairness, and foster a culture of collaboration. Nevertheless, the success of HR co-creation depends on supportive leadership, organizational culture, and the willingness of employees to actively participate.\u003c/p\u003e \u003cdiv id=\"Sec11\" class=\"Section2\"\u003e \u003ch2\u003eThe Central Role of Front-Line Managers\u003c/h2\u003e \u003cp\u003eThe findings of this study underscore the central and multifaceted role of front-line managers in shaping the effectiveness of digital performance evaluation systems and HR co-creation practices. While digital technologies provide the infrastructure for performance tracking and data analysis, it is the front-line managers who translate these systems into meaningful practices within day-to-day organizational life. Participants consistently highlighted that the success of digital performance evaluation systems is not determined solely by technological sophistication, but largely by how managers interpret, communicate, and implement these systems in their interactions with employees.\u003c/p\u003e \u003cp\u003eOne of the most prominent roles identified is that of sensemaker and interpreter. Digital systems generate large volumes of performance data, but these data require contextualization to be meaningful. Employees often rely on their managers to explain performance metrics, clarify expectations, and provide guidance on how to improve. As one participant noted:\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eThe system shows the numbers, but my manager helps me understand what those numbers actually mean and what I should do next.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e \u003cp\u003eThis highlights that front-line managers act as a bridge between abstract system outputs and practical employee actions. Without this interpretive role, digital systems risk becoming impersonal tools that fail to support employee development.\u003c/p\u003e \u003cp\u003eIn addition, front-line managers serve as facilitators of HR co-creation. The findings reveal that managers play a crucial role in encouraging employee participation in performance evaluation processes. They create opportunities for dialogue, invite feedback, and ensure that employees\u0026rsquo; voices are heard in shaping evaluation criteria and practices. One manager explained:\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eIf we want people to be involved, we need to actively ask for their input and make them feel that their opinions matter.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e \u003cp\u003eThis facilitative role is essential for fostering a participatory culture, as employees may not naturally engage in co-creation without encouragement and support. Managers who adopt an inclusive leadership style are more successful in promoting engagement and ownership among their team members.\u003c/p\u003e \u003cp\u003eFurthermore, front-line managers are key actors in ensuring fairness and consistency in performance evaluation. Although digital systems provide standardized metrics, the interpretation and application of these metrics often depend on managerial judgment. Participants emphasized that fair and transparent communication from managers significantly influences their perception of the evaluation process. One employee stated:\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eEven with a good system, if the manager is not fair or clear, the process can still feel biased.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e \u003cp\u003eThis suggests that managerial behavior remains a critical determinant of perceived justice, reinforcing the idea that technology cannot fully replace human judgment in performance management.\u003c/p\u003e \u003cp\u003eAnother important role of front-line managers is that of coach and developer. Digital performance systems enable continuous monitoring, but it is the manager who provides developmental feedback and supports employee growth. Participants reported that regular feedback sessions, personalized guidance, and constructive discussions with managers are essential for translating performance data into meaningful development outcomes. This coaching role becomes even more important in digital contexts, where interactions may otherwise become overly transactional.\u003c/p\u003e \u003cp\u003eHowever, the findings also indicate that front-line managers face significant challenges in fulfilling these roles. Many managers reported experiencing increased workload due to the need to manage both technological systems and interpersonal relationships. Balancing administrative responsibilities with developmental and collaborative roles can be demanding, particularly in organizations undergoing digital transformation.\u003c/p\u003e \u003cp\u003eMoreover, the effectiveness of front-line managers depends on their digital competencies and interpersonal skills. Managers who lack familiarity with digital tools may struggle to utilize performance systems effectively, while those with limited communication skills may find it difficult to facilitate co-creation processes. This highlights the need for organizations to invest in training and development programs that equip managers with both technical and relational capabilities.\u003c/p\u003e \u003cp\u003eOverall, the findings demonstrate that front-line managers are central to the successful integration of digital performance evaluation systems and HR co-creation practices. They act as interpreters, facilitators, evaluators, and coaches, bridging the gap between technology and human interaction. Their role is not only operational but also relational and strategic, influencing how employees perceive and engage with performance management systems. Therefore, organizations must recognize and support the critical role of front-line managers to fully realize the benefits of digital and collaborative HR practices.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec12\" class=\"Section2\"\u003e \u003ch2\u003eChallenges in Implementing Digital and Collaborative Systems\u003c/h2\u003e \u003cp\u003eDespite the numerous benefits associated with digital performance evaluation systems and HR co-creation, the findings reveal several significant challenges that organizations face in implementing these approaches effectively. These challenges stem from technological, organizational, and human factors, highlighting the complexity of integrating digitalization with collaborative HR practices.\u003c/p\u003e \u003cp\u003eOne of the most frequently mentioned challenges is the issue of digital literacy and technological readiness. Participants reported varying levels of familiarity and comfort with digital systems, which can affect their ability to engage effectively with performance evaluation tools. Employees who are less technologically proficient may experience difficulties in navigating the system, interpreting data, or utilizing available features. As one participant explained:\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eSometimes the system feels complicated, especially for those who are not used to using digital tools.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e \u003cp\u003eThis digital divide can create inequalities in how performance is evaluated and perceived, potentially disadvantaging certain groups of employees. It also places additional pressure on managers to provide support and guidance, further increasing their workload.\u003c/p\u003e \u003cp\u003eAnother major challenge is resistance to change, particularly in organizations transitioning from traditional performance management practices to digital and co-created systems. Participants noted that some employees and managers are reluctant to adopt new approaches due to uncertainty, fear of increased transparency, or attachment to established routines. One manager stated:\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003e \u003cem\u003e\u0026ldquo;People are used to the old system, and not everyone is comfortable with the level of transparency that the digital system brings.\u0026rdquo;\u003c/em\u003e \u003c/p\u003e\u003c/div\u003e\u003c/p\u003e \u003cp\u003eThis resistance can hinder the adoption and effectiveness of new systems, especially when it is not addressed through proper change management strategies. Organizational culture plays a crucial role in this regard, as cultures that are hierarchical or risk-averse may be less conducive to participatory and technology-driven practices.\u003c/p\u003e \u003cp\u003eThe findings also highlight concerns related to data privacy and perceived surveillance. While digital systems enhance transparency, they may also create a sense of constant monitoring among employees. Some participants expressed discomfort with the idea that their performance is continuously tracked and recorded, which can lead to stress and reduced trust in the system. One participant remarked:\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003e \u003cem\u003e\u0026ldquo;It sometimes feels like everything we do is being watched, and that can be uncomfortable.\u0026rdquo;\u003c/em\u003e \u003c/p\u003e\u003c/div\u003e\u003c/p\u003e \u003cp\u003eThis perception of surveillance can undermine the intended benefits of digitalization, particularly if employees feel that the system is used for control rather than development. Organizations must therefore carefully manage how data are collected, used, and communicated to maintain trust and acceptance.\u003c/p\u003e \u003cp\u003eIn addition, the implementation of HR co-creation presents its own set of challenges, particularly in terms of employee participation and engagement. While co-creation aims to involve employees in decision-making, not all individuals are willing or able to participate actively. Some participants reported a lack of confidence, experience, or motivation to contribute to HR processes. Others indicated that time constraints and workload pressures limit their ability to engage in co-creation activities.\u003c/p\u003e \u003cp\u003eFurthermore, there may be conflicting interests and expectations among stakeholders. Employees, managers, and HR professionals may have different perspectives on what constitutes fair and effective performance evaluation. Managing these differences requires negotiation and compromise, which can be time-consuming and complex. Without clear guidance and facilitation, co-creation processes may become inefficient or fail to produce meaningful outcomes.\u003c/p\u003e \u003cp\u003eAnother challenge relates to the integration of digital systems with existing organizational processes. Participants noted that digital performance evaluation systems are sometimes implemented without sufficient alignment with organizational workflows, leading to duplication of tasks or inconsistencies in data usage. This lack of integration can reduce the efficiency gains expected from digitalization and create confusion among users.\u003c/p\u003e \u003cp\u003eOverall, the findings indicate that implementing digital and collaborative performance evaluation systems is a complex process that requires careful consideration of technological, human, and organizational factors. While digitalization and co-creation offer significant potential for improving performance management, their success depends on addressing challenges related to digital literacy, resistance to change, trust, participation, and system integration. Organizations must adopt a holistic approach that combines technological innovation with effective change management, training, and cultural development to fully realize the benefits of these systems.\u003c/p\u003e \u003c/div\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eFunding:\u0026nbsp;\u003c/strong\u003eThis research received no specific grant from any funding agency in the public, commercial, or not-for- profit sectors.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eCompeting Interests:\u0026nbsp;\u003c/strong\u003eThe author(s) declare no potential conflicts of interest with respect to the research and authorship pertaining to this article.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEthical Approval\u0026nbsp;\u003c/strong\u003e\u003cstrong\u003eStatement:\u003c/strong\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003eThis study was conducted in accordance with ethical research standards. Ethical approval for this research was obtained from the Institutional Review Board (IRB) / Ethics Committee of [Nama Institusi Anda]. All procedures performed in this study involving human participants were in accordance with the ethical standards of the institutional research committee and with relevant guidelines and regulations.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eInformed Consent:\u0026nbsp;\u003c/strong\u003eInformed consent was obtained from all individual participants involved in the study. Participants were informed about the purpose of the research, their rights to confidentiality, and their right to withdraw from the study at any time without any consequences.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eData Availability Statement:\u0026nbsp;\u003c/strong\u003eThe datasets generated and/or analyzed during the current study are available from the corresponding author upon reasonable request. The data include interview transcripts, coding frameworks, and thematic analysis outputs used to support the findings of this study. Due to confidentiality and privacy considerations, some data may not be publicly shared but can be made available in anonymized form for academic and peer review purposes.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAuthor Contribution\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eM.R. conceptualized the study and designed the research framework. M.R. and M.Ri. developed the methodology and conducted data analysis. M.Ri. and S.R. collected the data and contributed to data interpretation. M.R. wrote the main manuscript text, and S.R. prepared the figures and tables. All authors reviewed and approved the final version of the manuscript.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\u003cli\u003e\u003cspan\u003eAbeysiriwardana PC, Jayasinghe-Mudalige UK, Kodituwakku SR (2025) Digital key performance indicators in corporate decision making: integrating institutional performance management to fix innovation culture in commercial agriculture. Discover Agric 3(1):86\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eBal Y, Bozkurt S, Ertemsir E (2022) The importance of using human resources information systems (HRIS) and a research on determining the success of HRIS. Strategic Human Resource Management at Tertiary Level. River, pp 197\u0026ndash;209\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eBoekhorst JA, Hewett R, Shantz A, Good JRL (2021) The double-edged sword of manager caring behavior: Implications for employee wellbeing. J Occup Health Psychol 26(6):507\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eCiampi F, Faraoni M, Ballerini J, Meli F (2022) The co-evolutionary relationship between digitalization and organizational agility: Ongoing debates, theoretical developments and future research perspectives. Technol Forecast Soc Chang 176:121383\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eDangol P (2021) Role of performance appraisal system and its impact on employees motivation. Quant Econ Manage Stud 2(1):13\u0026ndash;26\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eDempsey-Brench K, Shantz A (2022) Skills-based volunteering: A systematic literature review of the intersection of skills and employee volunteering. Hum Resource Manage Rev 32(4):100874\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eHail G, Yusof SAM, Rashid A, El-Shekeil I, Lutfi A (2024) Exploring factors influencing gen z\u0026rsquo;s acceptance and adoption of AI and cloud-based applications and tools in academic attainment. Emerg Sci J 8(3):815\u0026ndash;836\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eHarney B, Collings DG (2021) Navigating the shifting landscapes of HRM. Hum Resource Manage Rev 31(4):100824\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eKaloeti DVS, Manalu R, Kristiana IF, Bidzan M (2021) The role of social media use in peer bullying victimization and onset of anxiety among Indonesian elementary school children. Front Psychol 12:635725\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eLuppichini M, Capolongo D, Scardino G, Scicchitano G, Bini M (2025) Artificial Intelligence in Geomorphology: A Bibliometric Analysis of Trends, Techniques, and Global Research Patterns. Geosciences 15(9):331\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eMeijerink J (2024) Human resource management and customer value in the digital economy: advancing a value co-creation perspective. Research Handbook on Human Resource Management and Disruptive Technologies. Edward Elgar Publishing, pp 120\u0026ndash;133\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eMishra S (2022) The new essence in performance management system: A focus on 720 degree performance appraisal. Int J Multidisciplinary Res Growth 3(02):228\u0026ndash;236\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eMurphy KR (2020) Performance evaluation will not die, but it should. Hum Resource Manage J 30(1):13\u0026ndash;31\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eNyathi M, Kekwaletswe R (2024) Electronic human resource management (e-HRM) configuration for organizational success: inclusion of employee outcomes as contextual variables. J Organizational Effectiveness: People Perform 11(1):196\u0026ndash;212\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eParry E, Battista V (2023a) The impact of emerging technologies on work: a review of the evidence and implications for the human resource function. Emerald Open Res, \u003cem\u003e1\u003c/em\u003e(4)\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eParry E, Battista V (2023b) The impact of emerging technologies on work: a review of the evidence and implications for the human resource function. 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Managing Digit Transformation, 13\u0026ndash;66\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eWang Y, Kim S, Rafferty A, Sanders K (2020) Employee perceptions of HR practices: A critical review and future directions. Int J Hum Resource Manage 31(1):128\u0026ndash;173\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eZhang J, Chen Z (2024) Exploring human resource management digital transformation in the digital age. J Knowl Econ 15(1):1482\u0026ndash;1498\u003c/span\u003e\u003c/li\u003e\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Digital Performance Evaluation Systems, HR Co-Creation, Front-Line Managers, Employee Engagement, Thematic Analysis","lastPublishedDoi":"10.21203/rs.3.rs-9290673/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-9290673/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"This study explores the transformation of digital performance evaluation systems through a Human Resource (HR) co-creation lens, with a particular focus on the role of front-line managers. As organizations increasingly adopt digital technologies in performance management, understanding how these systems are experienced, implemented, and collaboratively shaped becomes essential. This research employs a qualitative approach using semi-structured interviews with employees and front-line managers who have direct experience with digital performance evaluation systems. The data were analyzed using thematic analysis to identify key patterns and insights.\nThe findings reveal that digital performance evaluation systems enhance transparency and efficiency by providing real-time access to performance data and reducing administrative burdens. However, their effectiveness is significantly influenced by human and relational factors. HR co-creation emerges as a critical mechanism for fostering employee engagement and ownership, as participatory practices enable employees to contribute to the design and implementation of evaluation processes. Front-line managers play a central role as interpreters, facilitators, and coaches who bridge the gap between digital systems and employee experiences. Despite these benefits, the study also identifies several challenges, including digital literacy gaps, resistance to change, concerns about data privacy, and difficulties in sustaining active participation in co-creation processes.\nThis study contributes to the literature by integrating digital HRM, performance evaluation, and co-creation perspectives, offering a more holistic understanding of modern performance management systems. Practically, the findings highlight the importance of balancing technological capabilities with human-centered approaches to ensure the successful implementation of digital and collaborative HR practices.","manuscriptTitle":"Revamping Digital Performance Evaluation Systems: Exploring Front-Line Managers’ Roles through an HR Co-Creation Lens","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2026-05-18 06:02:49","doi":"10.21203/rs.3.rs-9290673/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"7455adce-fb05-490f-844d-3019c263c7cf","owner":[],"postedDate":"May 18th, 2026","published":true,"recentEditorialEvents":[{"type":"decision","content":"Rejected","date":"2026-05-22T23:13:58+00:00","index":"","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-05-21T08:00:08+00:00","index":62,"fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-05-20T21:33:23+00:00","index":61,"fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-05-19T10:46:21+00:00","index":59,"fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-05-19T06:23:17+00:00","index":58,"fulltext":""},{"type":"reviewerAgreed","content":"304712670182059598925804379004389546223","date":"2026-05-13T09:53:00+00:00","index":57,"fulltext":""},{"type":"reviewerAgreed","content":"33825679220595534028781070030116703492","date":"2026-05-13T00:37:38+00:00","index":56,"fulltext":""},{"type":"reviewerAgreed","content":"124224425943333838026977079749593223829","date":"2026-05-11T07:03:53+00:00","index":55,"fulltext":""},{"type":"reviewerAgreed","content":"3640104006360817130604221343015999108","date":"2026-05-10T05:55:07+00:00","index":53,"fulltext":""},{"type":"reviewerAgreed","content":"225006637266250919056972003688708432650","date":"2026-05-09T21:42:12+00:00","index":52,"fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-05-08T09:59:10+00:00","index":51,"fulltext":""},{"type":"reviewerAgreed","content":"3528227187267189191766321284443471891","date":"2026-05-08T09:43:43+00:00","index":50,"fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-05-08T09:22:12+00:00","index":49,"fulltext":""},{"type":"reviewerAgreed","content":"216620539829194123768624315752379099561","date":"2026-05-08T07:40:59+00:00","index":48,"fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-05-08T05:38:38+00:00","index":47,"fulltext":""},{"type":"reviewerAgreed","content":"252783835942166992750892450207064860922","date":"2026-05-08T05:36:19+00:00","index":46,"fulltext":""},{"type":"reviewerAgreed","content":"117664691256321554545983179101098273583","date":"2026-05-08T04:02:29+00:00","index":45,"fulltext":""},{"type":"reviewersInvited","content":"12","date":"2026-05-07T21:40:32+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2026-05-07T21:32:28+00:00","index":"","fulltext":""}],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[{"id":68246142,"name":"Business and commerce/Business and management"},{"id":68246143,"name":"Social science/Business and management"},{"id":68246144,"name":"Humanities/Cultural and media studies"},{"id":68246145,"name":"Social science/Cultural and media studies"},{"id":68246146,"name":"Business and commerce/Information systems and information technology"}],"tags":[],"updatedAt":"2026-05-22T23:24:05+00:00","versionOfRecord":[],"versionCreatedAt":"2026-05-18 06:02:49","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-9290673","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-9290673","identity":"rs-9290673","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}