Background and Objective: In the attention economy era, employees' attention has become the scarcest organizational capital, and digital fatigue resulting from excessive use of technology threatens their cognitive health and productivity. This study aims to design a human resource management model in the attention economy era, focusing on strategies to sustain focus and reduce digital fatigue.
Methodology: This is an applied qualitative study using grounded theory methodology. Data were collected through semi-structured interviews with 20 experts selected through purposive sampling.
Findings: The findings revealed a comprehensive model including causal conditions (technological pressure, always-on culture, poor process design, and lack of digital literacy), contextual conditions (centralized structure, cultural norms, and rigid regulations), and intervening conditions (managerial support, technological infrastructure, and reward system). The core phenomenon, "attention erosion and digital mental fatigue," manifested through six components, and multi-level strategies were proposed including macro-level (protective policies, job redesign), meso-level (aware leadership development, communication re-engineering), and micro-level (individual empowerment, focused environment design). Consequences emerged at individual level (burnout, work-life conflict), organizational level (elite exit, operational dependency), and institutional level (social capital erosion, injustice normalization).
Conclusion: The proposed model demonstrates that effective employee attention management requires transformation in governance policies, cognitive load-based job redesign, and development of attention-conscious leadership.