Read time: 5 mins
Based on AI empowerment of Asian-Australian migrant workers: progress, potentials, and patterns, by Yingnan Shi and Chao Ma, published February 2025.
Artificial intelligence has the potential to empower Asian Australian migrants in the workplace, but ANU research shows not all individuals within this group benefit equally. Without informed decision-making, the implementation of AI systems could exacerbate existing inequalities.
Read time: 5 mins
Based on AI empowerment of Asian-Australian migrant workers: progress, potentials, and patterns, by Yingnan Shi and Chao Ma, published February 2025.
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Research co-led by ANU examined the effects of AI use on Asian Australian migrant workers, a historically disadvantaged cohort.
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AI doesn’t benefit every employee equally. While it can boost job performance and integration, it may also encumber those who struggle to adapt to new technology or trigger feelings of overqualification.
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AI must be managed carefully to ensure its implementation is inclusive and ethical in rapidly digitising workplaces.
The rise of generative artificial intelligence (GAI) is transforming the workplace and the way employees carry out tasks.
Research shows GAI tools are proving particularly valuable to migrant workers, helping them overcome language barriers, access training programs and navigate complex work regulations.
But the integration of AI can also have adverse effects. Some employees can struggle to adapt swiftly to new technological systems or even feel overqualified as AI boosts their confidence.
To better understand how AI-driven change affects ethnic minorities in the workplace, ANU researchers conducted a nationwide survey to examine its impact on Asian migrant workers at Australian companies.
Despite making up 12 per cent of the population, Asian Australians held just 3 per cent of senior leadership roles in 2019 – a disparity often referred to as the ‘bamboo ceiling’.
This metaphoric invisible barrier has long marginalised this group, reinforced by cultural stereotypes that portray them as quiet, passive, non-confrontational and lacking creativity – even when they are highly educated and qualified.
To interpret the survey results, researchers conducted a cluster analysis that grouped respondents into six distinct groups based on shared traits and experiences. This method uncovered meaningful patterns in how Asian migrant workers experience AI in the workplace, influenced by factors such as ethnic identity, age, gender, education, and job tenure.
The research findings revealed AI can empower individuals and induce positive behavioural changes in the workplace, from raising job performance to encouraging employees to speak up and provide constructive feedback to their organisations.
These benefits translated into tangible impacts on operational outcomes. However, they were not experienced equally across all demographic groups.
Young Asian migrant workers reported the greatest sense of AI empowerment, while other clusters perceived fewer benefits, highlighting disparities in how AI is experienced across the workforce.
The findings also showed day-to-day interactions with AI tools shaped some worker’s perceptions of overqualification–felt when individuals believe they possess more education, experience, or skills than required by their jobs.
Experts warn this phenomenon can lead to job dissatisfaction and, ultimately, increase the likelihood of turnover.
But this effect was not consistent across all clusters. Overqualification was more commonly reported among older, predominantly male, and less educated respondents.
These demographic differences raise a critical warning: if unmanaged, AI could further marginalise already disadvantaged groups.
To avoid deepening divides in the workplace, ANU experts stress the introduction of AI must be tailored to meet the varying needs and readiness levels of a diverse workforce.
They emphasise the need for a personalised approach that provides both technical and psychological support to employees. This includes mentoring opportunities for those less comfortable with AI, and advanced projects for tech-savvy staff.
Additionally, organisations introducing AI should adopt change management strategies that address common fears –such as job loss or displacement– and reframe AI as a tool that enhances, rather than replaces, human intelligence.
To effectively monitor and foster AI-enabled psychological empowerment, ANU experts propose an implementation framework grounded in four fundamental pillars:
Finally, organisations should establish clear ethical guidelines for AI use and conduct regular reviews of its impact on roles and structures. This will support a culture of learning and adaptability.
The researchers argue that thoughtful, ethical AI implementation has the potential to break down systemic barriers – such as the bamboo ceiling faced by Asian Australian migrants – fostering job satisfaction for everyone, not just a few.
Top image: Christian Hillebrand/stock.adobe.com
AI can empower individuals and induce positive behavioural changes in the workplace, from raising job performance to encouraging employees to speak up and provide constructive feedback to their organisations.
