数字经济时代背景下，各组织纷纷响应政府号召，推进数字化转型，其中人力资源管理也发生了根本性变化。探究人力资源管理数字化变革对员工创新绩效的影响及作用机制，对组织竞争以及员工发展有着重要意义。研究基于工作要求-资源理论及资源保存理论，构建了一个有调节的双中介模型，探究数字化人力资源管理对员工创新绩效的双刃剑作用及边界条件。

研究使用问卷调查法，对有效样本进行分析，研究表明：（1）数字化人力资源管理正向影响工作繁荣，工作繁荣正向影响员工创新绩效，且工作繁荣在数字化人力资源管理与员工创新绩效间起到中介作用；（2）数字化人力资源管理正向影响工作负荷，工作负荷负向影响员工创新绩效，且工作负荷在数字化人力资源管理与员工创新绩效间起到中介作用；（3）自我创新期待正向调节了数字化人力资源管理与工作繁荣、工作负荷间的关系；（4）自我创新期待正向调节了工作繁荣和工作负荷分别在数字化人力资源管理与员工创新绩效间的中介作用。

研究厘清了数字化人力资源管理对员工创新绩效的双路径作用机制，丰富了相关领域理论研究，为稳步推动组织数字化转型、有效提高员工创新绩效提供了可行建议。

In the context of the digital economy era, organizations have responded to the government's call to promote digital transformation, in which human resource management has also undergone fundamental changes. Exploring the impact and mechanism of the digital change of human resource management on the innovative performance of employees is of great significance to the competition of organizations as well as the development of employees. Based on the job demands-resources model and conservation of resources theory, the study constructed a moderated dual-mediation model to explore the double-edged sword role and boundary conditions of digital HRM on employees' innovation performance.

The study uses questionnaire survey method to analyze valid samples, and it shows that: (1) Digital HRM positively affects thriving at work, thriving at work positively affects employees' innovation performance, and thriving at work plays a mediating role between digital HRM and employees' innovation performance; (2) Digital HRM positively affects workload, workload negatively affects employees' innovation performance, and workload mediates the relationship between digital HRM and employee's innovation performance; (3) Creative self-expectations positively moderates the relationship between digital HRM and thriving at work; creative self-expectations positively moderates the relationship between digital HRM and workload; (4)Creative self-expectations positively moderated the mediating roles of thriving at work and workload between digital HRM and employee's innovation performance, respectively.

The study clarifies the dual-path mechanism of digital HRM on employee's innovation performance, and enriches the relevant theoretical research on digital HRM. Also, it provides feasible suggestions for steadily promoting the digital transformation of organizations and effectively improving employee's innovation performance.