ArticlePDF Available

Technology Adoption and Employee’s Job Performance: An Empirical Investigation

April 2020
International Journal of Academic Research in Economics and Management Sciences 9(1)

DOI:10.6007/IJAREMS/v9-i1/7443

License
CC BY 4.0

Authors:

Shathees Baskaran

University of Technology Malaysia

Ho Sze Lay

Beh Sze Ming

Nomahaza Mahadi

University of Technology Malaysia

Research Test Instruments

…

Research Sample Analysis

…

Research Instrument Reliability

…

Measure of Sampling Adequacy

…

Component Matrix -Technology Adoption

…

Figures - uploaded by Beh Sze Ming

Content may be subject to copyright.

Content uploaded by Beh Sze Ming

Content may be subject to copyright.

Available via license: CC BY 4.0

Content may be subject to copyright.

Full Terms & Conditions of access and use can be found at

http://hrmars.com/index.php/pages/detail/publication-ethics

Technology Adoption and Employee’s Job Performance: An

Empirical Investigation

Shathees Baskaran, Ho Sze Lay, Beh Sze Ming and Nomahaza Mahadi

To Link this Article: http://dx.doi.org/10.6007/IJAREMS/v9-i1/7443 DOI: 10.6007/IJAREMS/v9-i1/7443

Received: 25 Jan 2020, Revised: 26 Feb 2020, Accepted: 20 Mar 2020

Published Online: 29 Apr 2020

In-Text Citation: (Baskaran et al., 2020)

To Cite this Article: Baskaran, S., Lay, H. S., Ming, B. S., & Mahadi, N. (2020). Technology Adoption and

Employee’s Job Performance: An Empirical Investigation. International Journal of Academic Research in

Economics and Managment and Sciences, 9(1), 78–105.

Published by Human Resource Management Academic Research Society (www.hrmars.com)

This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute,

translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full

attribution to the original publication and authors. The full terms of this license may be seen

at: http://creativecommons.org/licences/by/4.0/legalcode

Vol. 9, No. 1, 2020, Pg. 78 - 105

http://hrmars.com/index.php/pages/detail/IJAREMS

JOURNAL HOMEPAGE

International Journal of Academic Research economics and management sciences

Technology Adoption and Employee’s Job

Performance: An Empirical Investigation

Shathees Baskaran, Ho Sze Lay, Beh Sze Ming and Nomahaza

Mahadi

Azman Hashim International Business School Universiti Teknologi Malaysia, Malaysia

Email: shathees@utm.my, szelay0809@gmail.com, bill_cc@hotmail.com,

nomahaza.kl@utm.my

Abstract

Technology innovation has an important influence on employee’s job performance where it helps

to reduce human error, increase productivity, and increase the speed of communication. Many

organizations are facing difficulties in choosing suitable technology adoption strategies with the

hope to improve efficiency and enhance employee performance to be competitive in the market.

Hence, the purpose of this research is to investigate the relationship between technology

adoption drivers and employee job performance in the Malaysian Manufacturing Industry.

Several dimensions for employee job performance were considered in this research namely job

stress, motivation, and workload. In addition, the mediating effect of perceived job insecurity

was also evaluated on the relationship between technology adoption and employee job

performance. Employing a quantitative research method, data was collected from 370

respondents through a structured online survey questionnaire. The findings indicated that job

satisfaction and motivation to be statistically significant while the workload was failed to be

retained in the research. Additionally, there was no statistical evidence for the mediating effect

of job insecurity in the research. It is envisaged that these findings will provide incremental

insights into the existing body of knowledge while providing some directions to the organization

in determining the right set of drivers inculcating technology adoption for improved job

performance.

Keywords: Technology Adoption, Job Performance, Job Stress, Motivation, Workload, Perceived

Job Insecurity.

Introduction

Technologies have been undergoing a drastic transformation over time, there is always new

creations and innovation that appear in the market. Our life has been tied with technologies since

our born, from the technologies and machines used in hospitals to the smartwatches on our

hand, technologies have become one of the most essential things in our life. The reason for the

high acceptance of technologies in an organization is because technology is one of the most

International Journal of Academic Research economics and management sciences

significant elements that related to effective operations management in an organization (Ahmad,

2014). According to Odeh (2019), business transparency and efficiency is found to increase when

there is a use of technology in the organization. With the advance and dynamic growth of

technologies, how fast the consumers are accepting these technologies depends on a number of

factors such as availability of technology, convenience, consumers’ adoption of new technologies

(Meuter, Ostrom, Roundtree, & Bitner, 2000). As a result, this research will present the study of

technology acceptance models and theories leading to the effects on employee’s performance.

In this study, we will focus on research based on the manufacturing industry. The reason for

choosing manufacturing industry as our main focus is that manufacturing industry is heavily

attached to technologies, for example, a competitive medicine manufacturing industry is one of

the manufacturers who invented some new advance technologies that can help increase the

efficiency of production and decrease the total production cost, the company will become the

leader in the medical manufacturing industry. As a result, the manufacturing industry will be the

best choice for understanding the technology adoption model.

Technology has become extremely important to every job in the work environment, it helps to

reduce human errors, increase efficiency, and increase the speed of communication. Many of the

organization are facing issue or problem on selecting the right technology adoption strategies to

adopt in the organization as they are concerned on how the technology can help improve

efficiency and productivity, as well as enhancing the employee performance, in order to be

competitive ahead of others. From the employee perspective, they are concerned on would their

job being replaced by technology advancement. In the past, most of the public perceived that

technology will take over the human job in the future, hence it creates a negative perception to

the public that the purpose of technology creation is to replace human jobs. While on the other

hand, some people believed that, the existence of technology is to lead the human to another

level that life becomes more efficient and convenient.

The major problems faced by the employee in a manufacturing company are the adoption of

technology creating job stress to the worker, as they perceived that technology will take over

their current job. Other than that, the process of adopting new technology in an organization will

create many problems for worker’s day-to-day processes, as they have to accommodate and

force to use new technology in their task, the learning cost of new technology will be much higher

at the beginning.

Based on past research, there is very limited research related to technology adoption in an

organization affecting the employee’s job performance and leads to job insecurity. However,

some researchers notice there is a relationship between these variables. As mentioned by

Hampel and Martinsons (2009), adopting new technology will change the organizational policies

and strategies. In most of the organization, the challenges they faced is generated by the

advanced technology, competition in the industry, improving employee efficiency, new

leadership, and management (Madsen et al., 2005). Much research has shown that employee

behaviors and attitudes need to be developed in order to enhance organizational performance

(Bernerth, 2004). It is important to investigate the adoption of technology by the employee

within the organizations. This is because if there is no acceptance among the employees, the

desired outcome or benefit of technology adaptation would not be realized and the organization

may have to evacuate technology (Talukder, 2012). Most of the time, people tend to resist or

refuse new changes unless they can be convinced that the changes can benefit them (Ajzen,

International Journal of Academic Research economics and management sciences

1991). Therefore, the organization needs to motivate the employees to accept the changes and

adopt the new technology, where the organization should give either intrinsic or extrinsic

motivation to employees for better performance (Dauda & Akingbade, 2011).

According to Imran, Maqbool, and Shafique (2014), the adoption of new technology will enhance

employee performance when they use technology for the benefit of the organization with ethical

value. He further explained that the advancement of technology helps to reduce the workload of

the employees and human effort. It is clear that advanced technology helps to reduce manpower

in the manufacturing industry but there is some problem associated with advanced technology.

First, technostress is one of the factors that will reduce the employee’s performance and it will

contribute a high level of job insecurity. Technostress occurs when an employee is lacking the

need for skills and competencies to performing the task. It can be defined as an individual

adaptation of the reaction exceed the psychological and physical demands (Park & Im, 2012).

Other than that, technostress may lead to job insecurity where the employee is fear or anxious

about losing their job or being replaced by the new adopt technology (Ho-Jin, & Cho, 2016). Thus,

the organization needs to study what are the most suitable technology need to adopt before

implementing it.

In discussing the significance of this study, it is envisaged that the manufacturing industry could

gain some insights to understand the behavior of the employee when adopting new technology

into the workplace. In addition, the manufacturing industry will be able to understand how to

utilize the technology acceptance model to evaluate the effects on the workplace by using

perceived usefulness and perceived ease of use to measure the relationship of technology affects

employee’s job performance, job stress, workload, and work motivation. Other than that, the

study also helps organizations to understand whether it is worthwhile to adopt new technology

in the workplace without increasing the stress levels of workers, decrease the workload, and

encourage employees to work more efficiently.

The research aimed to investigate the relationship between technologies adoption strategies in

the Malaysian manufacturing industry that affecting the employee’s job performance. In this

research, the researcher has chosen a number of factors that can affect job performance such as

stress, motivation, and workload. The mediating effect for this research will be job insecurity that

acts as a factor that influences the motivation of the employee in the organization and employee

job insecurity will be influenced by the technology adoption in the organization. Thus, this

research aims to achieve the following objective: i. determine the relationship between

technologies adoption strategies and employee’s job performances (and related dimensions) and

ii. determine the mediating effect of perceived job insecurity on the relationship between

technologies adoption and employee’s job performance.

Literature Review

Technology and Workplace

In recent research, most of the research emphasis on organizations should motivate employees

to increase the adoption rate of technology in the organization (Talukder, 2012). Besides, based

on Imran et al. (2014), the employee’s performance will be influenced by technological

advancement. Most of the studies have repeatedly proved that appropriate technology adoption

will have a positive relationship with the employee’s performance. However, the organization

should motive employees by providing training and skill development activities, so that

International Journal of Academic Research economics and management sciences

employees can rapidly acquire new knowledge and competencies that require by advanced

technology. Some researchers also mentioned that the implementation of advanced technology

within the organization will create technostress to the organization members. (Ho-Jin, & Cho,

2016). Technostress occurs when the employee has a low level of skill and knowledge to perform

the task which will have a significant influence on job performance and productivity, as well as

role stress. Through the prior research, the cause of technostress will directly influence the

achievement of the organization (Im & Han, 2013).

Apart from that, there is some contrast to the employee workload after adopting new

technology. Most of the researches mentioned that workload could be reduced through the

adoption of advanced technology where the employee can perform their task without any

hurdle. However, there is some researchers believe that technology will make individuals carry

out more tasks within a short period as their superior will require them to provide more

necessary data. Besides, all these factors will lead an individual to experience a high level of job

insecurity where they are anxious about their job will be replaced by technology. According to

the world economic forum, more than a million jobs will be affected by the advanced technology

in the next 5 to 10 years. The research is then proving that nearly half (49%) of the people are

believing that their job is insecure due to the emerging of new technology. Thus, this research

will further investigate the relationship between technology adoption and employee

performance as well as the mediating factor of perceived job insecurity.

Technology Adoption

Both individuals and organizations tend to adopt new technology when there are some potential

benefits that could increase their market competitiveness. Technology adoption is defined as the

choice or decision, by individual or organization, to acquire and implement a new innovation

technology. In the growing technology needs environment and increasing failures of technology

adoption in the organization, a reliable behavior predicting tool has become an interesting topic

for many companies. The adoption of technology not only depend on organizational strategies,

policies, and action, but it also relies on the employee’s attitude. Nevertheless, technology

adoption requires strong managerial efforts and commitments in the organization (Achieng &

Jagero, 2014). Hence, organizations require to provide sufficient facilitating conditions such as

technology and resource support which would eventually influence them on using new

technology. Generally, people tend to resists or refuse to adopt the changes, unless they can be

convinced that the changes are beneficial to them. However, many studies are failed to carry out

reliable behavior measures that help to explain technology acceptance or rejection (Davis, 1989).

Davis (1989) proposes that user motivation can be explained by 3 factors: Perceived Usefulness

(PU), Perceived Ease of Use (PEU), and attitude toward using the technology. In his proposal,

attitude-behavior towards technology is the main factor that determines whether the user will

actually adopt or reject technology.

In addition, the important factors that affect the attitude are perceived usefulness and perceived

ease of use (Swanson, 1982). Perceived usefulness is defined as user perceived that the function

of the adopting technology helps to improve or enhance their job performance (Schultz & Slevin,

1975). Perceived ease of use is defined as the user-perceived learning for using particular

technology shall be effortless (Tornatzky & Klein, 1982). The success of the technology

International Journal of Academic Research economics and management sciences

acceptance model has become a very popular study cited in most of the research that studies the

user acceptance of technology (Lee, Kozar & Larsen, 2003). On the other hand, some researchers

claim that the technology acceptance model is much easy and quick research, so it does not give

enough attention to the real problem of technology acceptance (Lee, Kozar & Larsen, 2003).

Although technology acceptance model has been very popular among researchers, there is a

limitation that happened to the model, as researchers pointed out that self-reported data is a

subjective measure, so it is unreliable in measuring the actual use of technology (Legris, Ingham

& Collerette, 2013, Yousafzai, Foxall, & Pallister 2007). On the side note, in real-life cases, the

majority of organizations usually have little choices of alternative technology available for users

to test out (Lee at al., 2003). Moreover, Bagozzi (2007) argued that the technology acceptance

model may not have the ability to represent the actual usage, because the time between

intention and adoption is full of uncertainties that may influence an individual’s decision on

adopting a technology.

Employee Job Performance

Based on the Motowidlo, Borman, and Schmidt (1997), job performance can be defined as the

total expected quality and value in a particular job from an employee’s behaviors carried over a

standard period of time. There are two distinct dimensions of work behaviors in job performance

which are contextual (citizenship) performance and task performance (Kahya, 2009). Contextual

performance is described as the employee’s effort that is not directly related to their main job

function but their efforts are important as they support the organizational, social, and

psychological environment that serves as the critical catalyst for job activities and processes

(Werner, 2000). Whereas, the task performance is defined as the employee perform the job

activities are formally recognized as part of their jobs and the activities that will be contributed

to the organization (Borman & Motowidlo, 1993). According to Witt, Kacmar, Carlson, and

Zivnuska (2002), contextual performance produces a competitive advantage for organizations

than task performance.

Besides, job performance can also be defined as the individual behaviors that performed

activities or tasks to achieve the organization’s goal and objective (Motowidlo, Borman, &

Schmidt, 1997). It is an important factor that will be affecting the profitability of the organization

where inefficient job performance will destruct the overall organization productivity,

profitability, and effectiveness. Other than that, Employee’ job performance is significant for the

organization as their performance and contribution will lead the business toward success, as well

as achieve competitive advantages. Performances are also important for individuals as the

accomplishment of a job and performing tasks at a high level can be a source of satisfaction

(Muchhal, 2014). The employee who is low performance and fails to achieve organizational goals

might be experienced as dissatisfaction or personal failure. There might be exceptions for those

high performers as they will have a better career opportunity and get promoted more easily

within the organization than the low performers (Van Scotter, Motowidlo, & Cross, 1996).

The employee’s job performance can be affected by numerous factors in their working

environment. Based on some researchers and practitioners, performances of employees at the

workplace may affect by various factors which can be the change of job function, exclusive

nature, systematic technology development, or weakening in job satisfaction (Saeed, Mussawar,

International Journal of Academic Research economics and management sciences

Lodhi, Iqbal, Nayab, & Yaseen, 2013). There are certain factors that individually and collectively

affect employees either enhance or lower their job performance.

Job Stress

Stress is a state of physical, mental, or emotional strain or tension resulting from adverse or a

condition of feeling experienced by an individual perceived demand to exceed personal

endurance. The term job stress can be described as a group of harmful emotional and physical

responses that occur when the requirements of the job go beyond their capabilities, resources

or needs of the employees (French, 1975). The researcher supports the idea that the higher the

imbalance between the job demands and the personal capabilities and abilities, the higher the

job stress experiences by the individual (Jamal, 2005), which simultaneously fails to satisfy the

top management. In other words, job stress can be an awareness indicated by conflict, ambiguity,

and overload that occur from the work environment and the characteristic of individuals.

According to Mizuno, Yamada, Ishii, and Tanaka (2006), job stress has been known as a universal

social problem which combines the two factors of disrupt employees psychologically and

physically, as well as affect their health (Conway, Campanini, Sartori, Dotti, & Costa, 2008). There

are much research has been conducted on the effect of job stress in terms of medical

perspectives such as sleep disorder, heart disease, gastroenteritis, and others that will lower

employee job performance, increase the rate of employee absences, and also job displacement

(Poissonnet & Veron, 2000). However, based on the Japanese management rules, the

effectiveness of the organization depends on the top management or the leader’s ability to drive

the power of stress in themselves and employees, and transform the stress into energy for

success.

Based on the researches, job stress can be categorized into two types (Rizwan, Waseem, &

Bukhari, 2014). The first type is positive stress, where the stress is beneficial when the employee

feel challenged as the stress will be an opportunity for the employee to increase their job

performance and shift the stress into energy to achieve their goal. According to Zafar, Ali,

Hameed, Ilyas, and Younas (2015), setting a reasonable level of stress on employees can help to

enhance the employee’s performance. This is because the stress will motivate employees to work

hardly and effectively, in order to achieve the organization's goals. Thus, there is a positive

relationship between job performance and job stress. On the other hand, the second type is

negative stress or distress, when the degree of stress exceeds the limit of an individual, which

will generally reduce their performances. Some of the researches believed that job stress places

some negative influences where it can decrease productivity, undermine creativity, and lower

the quality of the job (Hsieh et al., 2004). Job stress can arise from the three aspects which are

organizational, environmental and individual factors. There are many factors that can create job

stress which is intrinsic to job, role and position in the organization, career development,

relationship at work, change of organizational structure and climate, new technological adoption,

change of job function and many others factors that can be led to influence the employee’s job

performance.

Motivation

Motivation is known as an internal process which directs individual to behave in a particular way.

It can be defined as the desire or willingness of an individual to perform some task or the ability

International Journal of Academic Research economics and management sciences

to satisfy some needs (DeCenzo & Robbins, 1996). Other than that, motivation can be also

defined as the energy or force that moves employees forward to performing a certain activity or

task. This motivation will help to strengthen the willingness of employees to work and also

improve the organization’s effectiveness and competitive advantages (Parashar, 2016).

According to Muda, Rafiki, and Harahap (2014), the motivated employees relate to the attitude

of self-fulfillment, self-satisfaction, and self-commitment that are expected to perform better job

quality and are more persistent to achieve desired goals which will extensively competitive

advantage and materialize efficiencies. Besides, motivation will increase employee job

involvement by making the task more interesting and meaningful, and it helps to enhance

employee’s productivity and improve their job performance (Ekerman, 2006).

The motivation of employees is one of the most significant and essential factors for the

achievement of employees which will eventually accomplish or achieve the organization's goals

and targets. One of the major problems facing the organization is motivation because it is an

important factor in order to retain or attract employees inside the company. It also acts as a

connection between the employees and the organization target which will lead the employees

to be more innovative and creative to move them to go beyond the limitation of tasks (Parashar,

2016). George et al (2002) are further strengthening the relationship between job performances

and motivation as he stated that motivation is a factor that contributes to the performances.

Apart from that, motivation can be classified into two primary types which are intrinsic

motivation and extrinsic motivation. Intrinsic motivation is driven by the internal force within an

individual, which refers to employees to get satisfaction and enjoyment from performing a work

(Lin, 2007). It can be further explained that intrinsic motivation is the performance of a task for

its own sake or satisfaction rather than another outcome. Whereas extrinsic motivation is driven

by the external force to the individual, which can be described as an individual perform an action

or certain task is affected by the external factor such as rewards and benefits (Lin, 2007). Many

researchers and theories have proven that intrinsic motivation is more effective than the extrinsic

motivation in motivating the employees. (Giancola, 2014). However, there is an argument on the

researcher which mentions extrinsic motivation is more effective as the employees receive

rewards when putting in more effort to accomplish their work, job security, and get promotions

(Nasri & Charfeddine, 2012). Therefore, it can be concluded that both motivations have their pros

and cons and it would be better if the organization motivate employees by considering the

internal and external factors.

Workload

The workload can be defined as the amount of work or task, which the employee is responsible

to complete on the given task (Ali, Raheem, Nawaz, & Imamuddin, 2014). The amount of work

will create pressure or stress to the employees when it has exceeded the employee’s capacity

level. The researcher mentioned that the workload is perceived as a very critical issue or problem

among the employee who is working in the manufacturing industry (Ibrahim, 2013). As

mentioned by Ibrahim (2013), stress will occur when an increased workload on an individual

which can affect their job performance and the achievement of the organization. The factor

refers to the level of stress that has been experienced by the employees due to the conception

that they are not able to adapt to the amount of work that has been assigned to them (Idris,

2011).

International Journal of Academic Research economics and management sciences

The workload can be categorized into two types which are role overload and role lower load. Role

overload is defined as when the employees are expected to do beyond the limit on the availability

of time, resources, ability, and capability, where their direct employer or top management is

giving a very high expectation on their work (Ammar, 2016). According to Conley and Woosley

(2000), role overload can be quantitative and qualitative, where quantitative takes place when

the employees have a high amount of work to complete or the period provided is too short to

complete the task. Whereas, qualitative happen when the employee has insufficient ability to

perform the task. On the other hand, role lower load is described as when the duties or workload

is less than the level of employee capabilities, the individual may feel bored or afraid and fear.

They may feel their job is insecure as their presence is a lack of importance which will affect their

job performance. Apart from that, the workload may increase when there is technological

change, restructuring of the organization, change of job functions, or workforce adjustment.

Perceived Job Insecurity

Perceived job insecurity can be described as an individual’s job is perceiving threaten where they

are fearful of losing a respective job (Hellgren & Sverke, 2003; Awan & Salam, 2014). Job

insecurity will lead to an individual unpredictability and uncertainty on their employment which

will generally create stress and impact on their health, behavior, and attitude (Sverke, & Goslinga,

2003). The performance of an employee can be affected drastically due to the insecurity of the

job (Yusoff, Mat & Zainol, 2017). According to Campbell and Sengenberger (1994), job insecurity

can determine the well-being of an individual from various perspectives which can be further

explained that the lifestyle and health of an individual can be determined by the status of current

job security.

There are many factors that may impact job security such as demographic, age, gender,

qualification and experience. All these factors play an important role in creating individual job

insecurity. Based on Elst et al. (2014), people in the age of 40s who have the responsibility to

raise children and old age employees experience more job insecurity. Other than that

socioeconomic status also one of the factors that impact job insecurity where an individual having

a low education level and low status would have a high level of insecurity (Sverke, 2003). Many

researchers have shown that job insecurity does not only look on the ability to lose a job but it

may be viewed in other dimensions of the job such as short term laid off, benefits cut, growth,

and promotion being cut off are defined as job insecurity (Klug, 2017).

According to Vieitez, Carcía, and Rodríguez's (2001) study, job insecurity seems to be influenced

by the factor situational and personal characteristics. For those who have a low level of

qualification and their occupation is related to automation, they would experience more

intensely on the perception of technology as a threat to their job security. In other words,

different levels of position or social status, age, qualification, experience or competence of

employees who acquired to work with new technology will have to experience high job

insecurity. Thus, the effects of technological change within the organization would give a positive

relation to job insecurity.

Underpinning Theory: Technology Acceptance Model (TAM)

Technology Acceptance Model (TAM) was introduced by Fred Davis (1989) which is a theory that

specifically tailored to predict the acceptance and use of technologies or information systems by

International Journal of Academic Research economics and management sciences

individuals. Technology Acceptance Model is an extension of the Theory of Reasoned Action

(TRA), however, it does not have the characteristic of subjective norms in the structure from TRA.

Technology Acceptance Model is an information system theory that followed by information

seekers or learners, who accept, inculcate, and utilize new technologies in their life. In the past

studies, this Model is remained one of the most influential models and widely used by various

research that explains an individual’s technology acceptance behavior in a different type of

technology (Surendran, 2012).

Figure 1 Technology Acceptance Model (TAM) (David et al, 1989)

In TAM, there are two main factors that determine the acceptance of the use of technology and

user behavior, which are perceived usefulness (PU) and perceived ease of use (PEU). Perceived

Usefulness is defined as the potential of user-perceived that certain systems or technologies will

improve his/her daily task, which is seen as “performance expectancy” by Pantano and Pietro

(2012). Perceived ease of use can be defined as the degree of which the potential of the user

expects the targeted system to be useful and effortless (David, 1989), which is seen as “effort

expectancy” (Kwon & Wen, 2010). Based on Venkatesh and Bala (2008), TAM manages to

consistently explain 40% of the variance in an individual’s intention. Apart from that, TAM is

concerned with the system characteristics that will influence the individual acceptance level.

The development of the Technology Acceptance Model passed through three main phases, which

are adoption, validation, and extension (Han, 2003). The adoption phases are concerned with

the parsimonious of TAM. The Validation phase can be divided into two main parts. The first part

is to prove the psychometric characteristics of TAM’s two main factors, perceived usefulness (PU)

and perceived ease of use (PEU). Whereas, the second part of the validation phase is to prove

the relationship between TAM’s constructs and external variables that affect perceived

usefulness and perceived ease of use (Al-Aulamie, 2013). The extension phase is to extend the

TAM by including external variables or moderating variables. Technology Acceptance Model is

extensively used by many researchers in their study. Despite the growth of information usage,

Technology Acceptance Model has proven that it can help to confirm the age, income level,

education, and race are associated with the information and beliefs that can influence the

attitude toward and use of skills that enhance access to information.

Research Model and Hypotheses

Based on the above finding, the proposed conceptual framework on the study indicates the

possible relationship between technology adoption in an organization and employees' job

International Journal of Academic Research economics and management sciences

performances among the manufacturing industry in Malaysia. Perceived job insecurity

representing in the framework below it acts as a mediating effect on the relationship between

both technology adoption and employees' job performance. There are three factors that

contribute to employee’s job performance which are job stress, motivation, and workload. Other

than that, the conceptual framework below is to investigate how technology adoption in an

organization plays a significant role in affecting employee’s job performance in the Malaysian

manufacturing industry as it may give a positive or negative impact on the organization. Based

on the discussions above, the following hypotheses were formulated:

H1a There is a significant relationship between technology adoption and job stress.

H1b There is a significant relationship between technology adoption and motivation.

H1c There is a significant relationship between technology adoption and workload.

H2 The mediating effect of perceived job insecurity on the relationship between

technology adoption and employee job performance.

In order to test these relationships, a theoretical framework as shown in Figure 2 was proposed

in this study.

Figure 2 Research Model

Methods

Sample and Data Collection

This study proposes to employ a survey using a quantitative method to understand and test the

accuracy of the theories in providing the relationship between technology adoption in an

organization and employee’s job performances. The data collection for this study is through

survey questionnaires, by distributed to a large pool of respondents throughout the Malaysian

manufacturing industry. In order to attain data effectively, these survey questionnaires use an

internet survey as the platform because it saves time, cost-effective, and the ease of distributing

the questionnaires to the respondents. The survey questionnaires are described in detail on the

technology adoption in an organization and employee’s job performance level among the

Malaysian manufacturing industry, as well as the perceived job insecurity as the mediating factor.

The employee’s job performance level among the respondents will be tested and the survey

question is based on the factors that affect job performance such as job stress, motivation, and

workload.

Employee Job Performance

• Job Stress

• Motivation

• Workload

Perceived Job

Insecurity

Technology

Adoption

International Journal of Academic Research economics and management sciences

This research was mainly focused on the workers who are working in the Malaysian

manufacturing industry that are from the age group of 18 to 60 years old. The Malaysian

manufacturing industry employed more than 1 million people. Based on the Krejcie and Morgan

(1970) sample size calculation, exceeding a maximum population size of 100,000 requires a

minimum of 384 usable respondents. Therefore, for this study minimum sample size of 384

respondents is needed in order to obtain the reliable answer to the research question

investigated and gather the necessary information to describe the characteristics of the entire

population (Chuan, 2006). A simple random sampling method will be used for this research where

the sample is choosing among a wide range of populations. The target audiences for this research

are those who are working in the Malaysian manufacturing industry and everyone has the chance

to being selected as a sample, it depends on the willingness of the respondent in participating

this research.

The data collection procedure is a plan on how to access and gather information from the

respondents. This research is focused on the quantitative method where all the data are collected

through survey questionnaires. It will be analyzed using statistical software and tested against

the hypothesis. In this research, primary data collection is mainly based on a quantitative

research method where the information or data is collected through the online survey

questionnaires. Whereas, the secondary information will be gathered through journals and

articles.

Firstly, the questionnaire was designed based on the research variables which include the

technology adoption in an organization as the independent variable, employees' job

performance with three dimensions (Job stress, Motivation, and Workload) as the dependent

variables, and perceived job insecurity as the mediating factors. Other than that, the

questionnaires will also comprise the demographic profile of the respondents. The explanation

of the purpose and significance of this study will be highlighted at the beginning of the

questionnaires as this is to ensure that the respondents understand the research and have a clear

mindset when filling the questionnaires. The distributed questionnaires are divided into four

sections which are sections I, II, III and IV. For Section I, it is mainly contained on the general

questions that relate to the personal information of the people who are working in Malaysia

manufacturing industry and their background details such as age, gender, ethnicity, qualification,

income level, years of service, job functions and levels of position in the respective organization.

Whereas, for section II, it will purely be focusing on technology adoption in the organization that

could be determined. In this section, the respondent will be asked on technology adoption

provide by the organization to provide adequate support to the employees. For section III, it will

comprise the employee’s job performance such as job stress, motivation and workload that

affecting by the technology adoption in the organization. The last section IV of the questionnaires

will be the mediating factor of perceived job insecurity and to examine the job security level of

the respondent in their organization. The survey questionnaires will be distributed or circulated

to the target audience through internet platform and hardcopy distribution. The process of

distributing the questionnaires and collection of data will be estimated to take a period of one to

two months to complete. The data collected from the survey questionnaires will be analyzed

using the Statistical Package for Social Sciences (SPSS) software. This SPSS software is used to

summarize and analyze the collected data from the survey, as well as exploring the relationship

between the responses to a different question. Besides, SPSS also well serve in calculating the

International Journal of Academic Research economics and management sciences

correlation between the research variables and the mediators and transform the raw data into

usable information which will address the research question and hypothesis

Measures and Instrumentation

Measures

The measurement used for this research is a nominal scale and a 5-point Likert scale. Likert scale

is the most effective approach used to measure the level of respondent’s perception and opinion

based on the statement in questionnaires. The nominal scale is the lowest form of a

measurement that uses to simply categorized the respondents’ personal information such as age,

gender, level of qualification, years of service in the organization, functions, levels of position in

the respective organization, and location of work. All the personal variable question that consists

of demographic information of respondents will be given in the questionnaires. The initially

gather information need to filter out the irrelevant data, in order to have an accurate analysis.

Besides, the measurement used for the technology adoption in an organization, employee’s job

performance level, and perceived job insecurity question is using a 5-point Likert scale to gather

data. Respondents will be offered a choice of five-point scale such as Strongly Agree (5), Agree

(4), Neutral (3), Disagree (2), and Strongly Disagree (1) that designed to measure the levels of

respondent’s agreement or disagreement with a particular statement. The gathered data will be

further investigated the relationship between technology adoption and employee’s job

performance.

Instrumentation

Instrumentation is a process of constructing research instruments that could be used in collecting

the data for the study. The most commonly used tools in gathering data for quantitative research

is questionnaires or survey. In this research, questionnaires or survey that consists of a series of

questions will be used as the research instrument in collecting the specific information of the

study from target respondents. The set of questionnaires is described in detail about technology

adoption and employee job performance in the Malaysian manufacturing industry while

perceived job insecurity as the mediating factor. These survey questionnaires use the online

survey as the platform in attaining data effectively while saving time, cost, and ease of

distributing throughout the people who are working in the Malaysian manufacturing industry.

The questionnaires for this research are adapted from the previous studies. Table 1 below shows

the survey questionnaire items such as the research variable and its dimension for this study.

International Journal of Academic Research economics and management sciences

Table 1 Research Test Instruments

Author

Construct

Dimensions

Number

of Items

Lee et al (2004)

Technology

Adoption

N/A

Ahmad et al., (2015)

Employee’s Job

Performance

Job Stress

Motivation

Workload

Borg and Elizur

(1992)

Perceived Job

Insecurity

N/A

Data Analysis and Results

Research Sample Analysis

In this research, 370 valid responses were used for further analysis after removing all the outliers.

All 370 respondents are from the Malaysian Manufacturing Industry.

Table 2 Research Sample Analysis

Characteristics

Category

Frequency

(%)

Gender

Male

289

78.1

Female

28.9

Work Experience

0-5 years

132

35.7

6-10 years

127

34.3

11-15 years

7.8

16-20 years

14.3

21-25 years

6.2

More than 25

years

1.6

Age

20-30 years old

122

33.0

31-40 years old

160

43.2

41-50 years old

22.2

51-60 years old

1.6

Based on Table 2 above, there are total 122 respondents are from age of 20 to 30 years old, 160

respondents are from age of 31 to 40 years old, followed by 82 respondents from age of 41 to 50

years old, and 6 respondents from 51 to 60 years old. For gender, most of the respondent is male

International Journal of Academic Research economics and management sciences

which have a total of 289 respondents while 81 respondents are female. Other than that, there

are 132 respondents having 0-5 working experiences, followed by 127 respondents having 6–10

years working experiences, 29 respondents having 11–15 years, 53 respondents having 16-20

years, 23 respondents having 21-25 years and 6 respondents having working experiences that

are more than 25 years.

Research Instruments Reliability

In order to have good research quality, there are few tests that should be done to ensure the

consistency of the result. The reliability of the research survey questionnaires needs to be

considered as it reflects the replicability and consistency of results. In this research, the Cronbach

coefficient of Alpha (α) is used to estimate the reliability, measure the internal consistency of a

set of scale or test items and use to calculate the split-half reliability for multiple items. Besides,

it also determines the relationship between individual item scores. The components of

technology adoption in an organization, employee’s job performance, and perceived job

insecurity used in this research can be assessed using Cronbach alpha reliability analysis. Before

distributing the survey questionnaires to the respondents, a pilot test is needed to be carried to

ensure the questionnaires are relevant to the research. The Cronbach α coefficient of reliability

ranges from 0 to 1, the pilot test result is said to be consistent and reliable when the coefficient

value is said to be higher. For the value of 0.7 and above it illustrates that the internal consistency

reliability is satisfactory (DeVellis, 2016). If the α coefficient is less than or equal to 0.7, it is

considered low reliability and unacceptable as it would influence the overall result to be

inaccurate. Thus, the reliability issue in this research is fully addressed to best suit the research

needs and purpose. A pilot study was conducted by distributing the survey questionnaires to

twenty respondents before conducting the main research. This pilot test was done to check the

feasibility of the approach before proceeding to a large-scale study. Once the pilot test result

suits the purpose of the study, survey questionnaires will be distributed to a large scale of

respondents.

Table 3 Research Instrument Reliability

Construct

Cronbach’s

Alpha

Technology Adoption

0.842

Perceived Job Insecurity

0.889

Employee’s Job Performance

0.718

Based on the pilot test results, all three variables have a Cronbach’s alpha that is more than 0.7.

According to DeVellis (2016), the α coefficient more than or equal to 0.7, it is acceptable and can

be brought forward to the next process of large-scale distribution throughout the manufacturing

industry in Malaysia.

International Journal of Academic Research economics and management sciences

Exploratory Factor Analysis (EFA)

Kaiser-Meyer-Olkin (KMO) is a test that uses to measure the sampling adequacy that examines

the appropriateness of the factor analysis. According to Kaiser (1974) and Thompson (2004), the

value of KMO recommends being greater than 0.50 that indicates the sample is adequate.

Bartlett’s test of Sphericity is used to test for the presences of the null hypothesis that the original

correlation matrix has an identity matrix (Hadi, Abdullah, & Sentosa, 2016). The presence of the

null hypothesis can be tested through the significant interrelationship that occurs between

variables. The significant value of less than 0.05 is considered appropriate and can proceed for

further analysis (Field, 2009).

Table 4 Measure of Sampling Adequacy

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy

.863

Bartlett's Test of

Sphericity

Approx. Chi-Square

704.515

Sig.

.000

Based on Table 4, the KMO value s 0.863 which indicates that the result is adequate. The null

hypothesis is rejected as Bartlett’s test significant value is 0.000 which is less than 0.05.

Principle Component Analysis (PCA) is one of the approaches to factor analysis that consider the

total variance in the data and transform the original variables into a smaller set of the linear

combination. It is the best and well-known approach that is widely used for the dimension

reduction technique (Jolliffe, 2011). The purpose of PCA is used to reduce the dimension of the

data by searching a few orthogonal linear combinations of the original variables with the largest

variance (Fodor, 2002). According to Hair, Black, Babin, Anderson, and Tatham (2006), factor

loadings should be greater than 0.5 and anything lesser than the 0.5 is considered a weak relation

between variable.

International Journal of Academic Research economics and management sciences

Table 5 Component Matrix – Technology Adoption

Construct

Items

Factor

Technology

Adoption

TA1. M

y organization provides technology support

for collaborative work regardless of time

and place.

0.750

TA2. M

y organization provided technology support

for communication among organization

members.

0.800

TA3. M

y organization provides technology support

for searching and accessing necessary

information.

0.800

TA4. M

y organization provides technology support

for simulation and prediction.

0.806

TA5. M

y organization provides technology for

systematic storing.

0.796

Based on Table 5, the factor analysis for technology adoption variables can be concluded that all

the 5 items having strong factor loadings.

Table 6 Rotated Component Matrix – Employee Job Performance

Construct

Items

Factor

Job Stress

JS1. I

feel that working closely with technology

cause a great deal of tension.

0.771

JS2. I

feel technology frustrates me.

0.825

JS3. I

consider leaving technology

0.743

JS4. I

feel that I work too hard in technology.

0.791

JS5. I

feel that working with technology leads to

burnout.

0.801

International Journal of Academic Research economics and management sciences

Construct

Items

Factor

Motivation

MO1. W

hen I use technology to complete my job, I

feel a sense of personal satisfaction

0.777

MO2. I

take pride in doing my job as well as I can.

0.878

MO3. I

feel unhappy when my work is not up to my

standard when I use technology.

0.885

MO4. I

feel satisfied when I sense the job of the

day is well done.

0.792

MO5. I

try to think of using technology to do my

job effectively.

0.566

MO6. W

hen I use technology to complete my job, I

feel a sense of personal satisfaction

0.600

Workload

WL1. D

ue to technology, my workload affecting my

working capabilities.

0.716

WL2. D

ue to technology, my workload affecting my

personal life.

0.708

Based on Table 6, the factor analysis for employee’s job performance variables can be concluded

that all 3 dimensions are related and can be used in the hypothesis analysis. However, there are

a total of 5 items known as JS6, MO2, WL1, WL4, WL5 are overlapping into another dimension

which has been removed for further analysis.

International Journal of Academic Research economics and management sciences

Table 7 Component Matrix – Perceived Job Insecurity

Construct

Items

Factor

Perceived Job

Insecurity

PJI1. I

believe that my job in this organization is

secure.

0.879

PJI2. I

n my opinion, I will have a job in this

organization for as long as I want one.

0.880

PJI3. I

am confident that this organization will

continue to need my skills and job

knowledge.

0.835

PJI4. M

y job performance history will protect me

from losing my job in this organization.

0.845

Based on Table 7, the factor analysis for the perceived job insecurity variable concludes that all 4

items have met required threshold levels of factor loading and therefore can be used for

hypothesis testing.

Hypotheses Testing

Hypothesis testing is a statistical technique that is used in making the statistical decision by using

the observation data. The purpose of hypothesis testing is to prove whether the developed

hypothesis is true or false. This determines the outcome of the study. In hypothesis testing, the

significant p-value is used to determine the significance of the result either support or reject. The

hypothesis with a significant p-value that is less than 0.05, which indicates that the hypothesis is

significant and supported. A t-value is a standardized value that is calculated the size of the

difference relative to the variation from the sample data during a hypothesis test. The closer the

t-value to 0, the more likely the hypothesis is not significant. The standardized beta coefficient is

used to compares the strength of the effect of each individual dependent variable and

independent variable. The higher the value of the standardized beta coefficient, the stronger the

effect. The sign in the standardized beta coefficient indicates it is a positive relationship or

negative relationship between the dependent variable and the independent variable.

International Journal of Academic Research economics and management sciences

The results of path coefficients are shown in Table 8.

Table 8 Standardized Regression Weights Based on Fit Model

Hypothesis

Endogeno

Exogenous

Std.

Estima

value

P-Value

Decision at

p < 0.05

H1a



-0.264

-5.250

0.000

Significant

H1b



0.327

6.633

0.000

Significant

H1c



-0.041

-0.789

0.431

Insignificant

Based on Table 8, the t-value is -5.250 while the p-value is 0.000 < 0.050. This result indicates

that hypothesis, H1a is supported and a significant relationship is found between technology

adoption and job stress. The standardized beta value of -0.264 shows that there is the support

that technology adoption influences employee’s job stress, the negative standardized beta

indicates that there is a negative relationship. As a result, a negative relationship exists between

technology adoption and job stress. In testing motivation, the t-value is 6.633 while the p-value

is 0.000 < 0.050. This result indicates that hypothesis, H1b is supported and a significant

relationship is found between technology adoption and motivation. The standardized beta value

of -0.327 shows that there is support that technology adoption influences employee’s

motivation. As a result, there is a relationship exist between technology adoption and motivation.

The t-value for workload is -0.789 while the p-value is 0.431 > 0.050. This result indicates that

hypothesis, H1c is not supported and no significant relationship is found between technology

adoption and workload. The standardized beta value of -0.041 shows that there is no support

that technology adoption influences an employee’s workload. As a result, there is no relationship

exist between technology adoption and workload.

Mediating hypotheses testing is used to investigate the effect of the mediator on the relationship

between the dependent variable and the independent variable. Baron and Kenny (1986)

proposed a method for testing the relationship of two variables, independent variable and

dependent variable with a mediating factor. It suggested the four-step approach of regression

analysis to determine the significance of the coefficients derived at each step. The first three

steps are to identify that there is a zero-order relationship among the tested variables. Once all

three-step indicate a significant relationship between two variables and mediating factor, step

four can proceed. According to MacKinnon, Fairchild, and Fritz (2007), mediation does not occur

if one of the steps from the first three-step having an insignificant relationship. For step 4, partial

mediation is supported if the mediating factor perceived job insecurity remains significant after

controlling the independent variable, technology adoption.

International Journal of Academic Research economics and management sciences

Table 9 Mediation Analysis

Step

Endogeno

Exogenous

Std.

Estima

value

P-Value

Decision at

p < 0.05

EJP



-0.060

-1.152

0.250

Insignificant

PJI



0.205

4.022

0.000

Significant

EJP



PJI

-0.249

-4.935

0.000

Significant

EJP



TA & PJI

Based on Table 9, the first step shows the significant p-value of 0.250 > 0.050 which indicates

that the independent variable, employee’s job performance is not significantly affecting the

dependent variable in the absence of the mediator. For step 2 and 3 shows the significant p-value

0.000 < 0.050 which indicates that the independent variable is significant to affect the mediator

and the mediator has a significant effect on the dependent variable. Since step 1 indicates no

significant relationship between two variables, it is not allowed to continue with step 4. As a

result, no mediation exists between the two variables.

Discussion

Employee’s job performance consists of three dimensions which include job stress, motivation,

and workload. As stated by Dauda (2011), the organization who tend to lay emphasize on capital

in term of technology advancements such as machinery and equipment tend to reduce labor cost

in order to increase their profitability. It does not increase the employee’s productivity and

performance. The substitution of the technology for labor does not really signify employee’s

performance and productivity. According to Wanza and Nkuraru (2016), constructing and

reconstructing existing technology in an organization to cater to customer needs and market

change gives an unsatisfying outcome. This is proven that half of these technologies change

project experiences failure and does not improve employee’s performance. In the Malaysian

manufacturing sector, a total of 49,101 companies had established in the year 2015 and 47,698

(97.1%) are from Small to Medium Enterprise (SME) while others are from large firms

(Department of Statistics Malaysia, 2016). Based on the Federation of Malaysian Manufacturers

(FMM), the readiness of the Malaysian manufacturing industry in adopting advanced technology

such as automation is very low. Most of the SME companies are aware of the need to embrace

industry 4.0 but they have not seriously adopted automation technology in their companies. This

is mainly due to the initial cost of automating and digitizing their business could be a big challenge

for them and they are lacking relevant talents to lead them forward in these developments. This

contrary to many findings on the impact of technology on the organization and employee

performance has been explained that the capacity to adopt the acquire technology advancement

may be low in the Malaysian manufacturing industry.

According to Korunka et al (1993) and Karsh (2004), employee involvement in the

implementation of new technology decision leads to a higher level of acceptance of the new

technologies and reduce job dissatisfaction as well as reduce the level of stress. According to

David (2003), there are many factors that influence an individual’s attitudes which can motivate

International Journal of Academic Research economics and management sciences

an individual to accept and move towards new technologies. He mentioned that motivated

employees tend to embrace the changes and seek new applications for technology advancement.

Based on Bhaduri and Kumar (2011), motivated employees tend to become an adopter of

technology changes when the employee desired to acquire relative skills and knowledge to

support the organizational goal. As stated by Kwon Choi, Koo Moon, and Ko (2013) and Plewa,

Troshani, Francis, and Rampersad (2012), the researchers confirmed that adoption of technology

in an organization is an important factor for moderating employee’s motivation and achieving

organizational performances and effectiveness. This strengthens the relationship between

technology adoption and motivation. According to Suharti and Susanto (2014), employee’s

workload increases when involved in a high-tech work environment. This is because they

required to learn and master high-tech skills and knowledge. Based on Pires, Matos, Azambuja,

Trindade, and Scherer (2014), employee’s workload increases when they are required to adopt

new technology and have to learn how to manage the equipment and organization. These

authors also mentioned that providing education and training to employees contributes to

increased confidence and security in handling the new technology which could eventually reduce

their workloads. Most of the research shows that there is a significant relationship between

technology adoption and workload. However, limited research shows no significant relationship.

According to Abramis (1994), employee decrease in performance and plan to leave the job is

assumed to be a consequence of perceived job insecurity. Other than that, De Witte (2005) also

mentioned perceived job insecurity is associated with employee performance decrease and

reduce organizational citizenship behaviors. The result also shows that there is a significant

relationship between technology adoption and perceived job insecurity. As stated by Gallivan

(2004) and Benamati and Lederer (2001), the fast pace of technological change in an organization

increase the need to acquire more skills and knowledge to perform according to the latest

technological change. The pressure of continuously enhancing the skills and knowledge to

perform efficiently to technology advancement is creating more pressure and insecurity among

the employees. Due to no significant relationship between technology adoption and employee

job performance, therefore there is no mediating effect of perceived job security.

Conclusion

The present research explores and identifies the relationship between technology adoption and

employee job performance as well as determining the mediating effect of perceived job

insecurity in the Malaysian manufacturing industry. The finding obtained from this study has

shown that two out of three factors contributing to employee’s job performance such as job

stress and motivation have a significant relationship with technology adoption. One of the factors

for employee job performance, the workload does not have a significant relationship with

technology adoption. The mediating effect of perceived job insecurity has no significant

relationship between technology adoption and employee job performance. This study has

offered some theoretical and practical contributions.

In terms of theoretical contribution, this study contributed to provide clear information on

Malaysia’s employee's job performance when adoption technology in a manufacturing company.

This research gives further insight into the factors contributing to employee’s job performance

such as job stress, motivation, and workload which will influence by the technology adoption of

an organization. Besides that, it also provides the researchers with a better understanding of the

International Journal of Academic Research economics and management sciences

linkage of technology adoption with employee’s job performance. These relationships were

tested and additional information pertaining to technology adoption and employee’s job

performance has been developed from the findings. Moreover, the negative results on perceived

job insecurity as a mediator effect on technology adoption and employee’s job performance give

information to the researcher this mediator factor is not influencing both variables. Other than

that, the field of study is new as it only covers on Malaysian manufacturing industry, it can be

used as a reference for future researches whose study is related to this field. Lastly, the results

of this study could be used to develop a new theoretical framework in future researches.

In terms of managerial contribution, the findings from this study could be used by all

manufacturing industries as they are focusing on technology adaption in order to sustain their

position in the market and being more productive. It will give the manufacturing industry an

insight into technology development influencing an individual’s performance at work. According

to Davis (1989), the attitude-behavior of individual influences an individual to adopt or reject

technology. This is a very important aspect as the employee’s performance directly portraits

through their behavior. Besides that, the manufacturing industry can utilize the data from this

study in their research and development to secure jobs in spite of technology adoption to ensure

that the employee’s job performance remains at peak. This study is also beneficial to the

government sector as it also helps them to understand the need for technology in attaining good

job performance. The study can also help in understanding the effects of job stress, workload,

and motivation influencing the job performance of an individual.

References

Abramis, D. J. (1994). Relationship of job stressors to job performance: Linear or an inverted-U?.

Psychological Reports, Vol. 75(1), pp. 547-558.

Achieng, D. O., & Jagero, J. A. (2014). Management Support in Adoption of Computer Integrated

Model in Financial Forecasting. International Journal of Academic Research in Accounting,

Finance and Management Sciences, Vol. 4(2), pp. 170-179.

Ahmad, S. (2014). Technology in organizations. International Journal of Research in Business

Management, Vol. 2(7), pp. 73-80.

Ahmad, A., Khan, M. U., Srikanth, A. B., Patel, I., Nagappa, A. N., & Jamshed, S. Q. (2015).

Evaluation of workload and its impact on satisfaction among pharmacy academicians in

Southern India. Journal of Clinical and Diagnostic Research, Vol. 9(6), FC01.

Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision

Processes, Vol. 50(2), pp. 179-211.

Ammar, T. (2006). The effect of internal variables on the level of job stress on the employees of

Palestinian Universities at Gaza Strip. Master thesis. Islamic University, Gaza, 55.

Al-Aulamie, A. (2013) 'Enhanced technology acceptance model to explain and predict learners'

behavioural intentions in learning management systems'. Ph.D. thesis. University of

Bedfordshire.

Ali, W., Raheem, A., Nawaz, A., & Imamuddin, K. (2014). Impact of stress on job performance: An

empirical study of the employees of Private Sector Universities of Karachi, Pakistan.

International Science Congress Association, Vol. 3(7), pp. 14-17.

International Journal of Academic Research economics and management sciences

Awan, W. A., & Salam, A. (2014). Identifying the relationship between job insecurity and

employee performance–An evidence from private colleges in Larkana, Pakistan. Beykent

University Journal of Social Sciences, Vol. 7(1), pp. 23-30.

Bagozzi, R. P. (2007). The legacy of the technology acceptance model and a proposal for a

paradigm shift. Journal of the Association for Information Systems, Vol. 8(4), pp. 244-254.

Benamati, J., & Lederer, A. L. (2001). Coping with rapid changes in IT. Communications of the

ACM, Vol. 44(8), pp. 83-88.

Bernerth, J. (2004). Expanding our understanding of the change message. Human Resource

Development Review, Vol. 3(1), pp. 36-52.

Bhaduri, S., & Kumar, H. (2011). Extrinsic and intrinsic motivations to innovate: tracing the

motivation of ‘grassroot’ innovators in India. Mind & Society, Vol. 10(1), pp. 27-55.

Borman, W. C., & Motowidlo, S. M. (1993). Expanding the Criterion Domain to Include Elements

of Contextual Performance, in N. Schmitt & W. C. Borman (Eds.), Personnel Selection in

Organizations, p. 71-98.

Borg, I., & Elizur, D. (1992). Job insecurity: Correlates, moderators and measurement.

International Journal of Manpower, Vol. 13(2), pp. 13-26.

Campbell, D., & Sengenberger W. (1994). Labour standards, economic efficiency and

development: lessons from experience with industrial restructuring. International

Institute for Labor Studies, Vol. 49(2), pp. 421-39.

Chuan, C. L. (2006). Sample size estimation using Krejcie and Morgan and Cohen statistical power

analysis: A comparison. Jurnal Penyelidikan IPBL, Vol. 7(1), pp. 78-86.

Conway, P. M., Campanini, P., Sartori, S., Dotti, R., & Costa, G. (2008). Main and interactive effects

of shift work, age and work stress on health in an Italian sample of healthcare workers.

Applied Ergonomics, Vol. 39(5), pp. 630-639.

Conley, S., & Woosley, S. A. (2000), Teacher role stress, higher order needs and work outcomes.

Journal of Educational Administration, Vol. 38(2), pp. 179-201.

Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of

information technology. MIS Quarterly, Vol. 13(3) pp. 319-340.

Dauda, Y. A., & Akingbade, W. A. (2011). Technology innovation and Nigeria banks performance:

The assessment of employee’s and customer’s responses. American Journal of Social and

Management Sciences, Vol. 2(3), pp. 329-340.

DeCenzo, D. A., & Robbins, S. P. (1996). Human resources management. New York: John Wiley &

Sons, Inc.

DeVellis, R. F. (2016). Scale development: Theory and applications. Sage Publications.

De Witte, H. (2005). Job insecurity: Review of the international literature on definitions,

prevalence, antecedents and consequences. SA Journal of Industrial Psychology, Vol.

31(4), pp. 1-6.

Ekerman, G. (2006). Job Enrichment and Staff Motivation. Human Resource Management (pp.

183-191). Cape Town: Maskew Miller Longman (Pvt) Ltd.

Field, A. (2009). Discovering Statistics Using SPSS: Introducing Statistical Method (3rd edition).

Sage Publications.

French, Jr. J. R. (1975). A comparative look at stress and strain in policemen. Job stress and the

police officer: Identifying stress reduction techniques. Proceedings of Symposium, W H

Kroes, J J Hurrell, Jr - See Ncj-43642.

International Journal of Academic Research economics and management sciences

Fodor, I. K. (2002). A survey of dimension reduction techniques. Center for Applied Scientific

Computing, Lawrence Livermore National Laboratory, Vol. 9, pp.1-18.

Gallivan, M. J. (2004). Examining IT professionals' adaptation to technological change: the

influence of gender and personal attributes. ACM SIGMIS Database: the DATABASE for

Advances in Information Systems, Vol. 35(3), pp. 28-49.

George, J. M., Jones, G. R., & Sharbrough, W. C. (2002). Understanding and managing

organizational behavior. Prentice-Hall, Upper Saddle River.

Giancola, F. L. (2014). Should HR Professionals Devote More Time to Intrinsic Rewards?.

Compensation & Benefits Review, Vol. 46(1), pp. 25-31.

Hadi, N. U., Abdullah, N., & Sentosa, I. (2016). An Easy Approach to Exploratory Factor Analysis:

Marketing Perspective. Journal of Educational and Social Research, Vol. 6(1), pp. 215-224.

Hair, J. F, Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. E. (2006). Multivariate data

analysis (6th edition). Upper Saddle River, New Jersey: Prentice-Hall.

Hampel, P. S., & Martinsons, M. G. (2009). Developing international organizational change theory

using cases from China. Human Relations, Vol. 62(4), pp. 459-499.

Han, S. (2003). Individual adoption of information systems in organizations: A literature review

of technology acceptance model. Technical Report 540, Turku Centre for Computer

Science.

Hellgren, J., & Sverke, M. (2003). Does job insecurity lead to impaired well-being or vice versa?

Estimation of cross-lagged effects using latent variable modelling. Journal of

Organizational Behavior, Vol. 24(2), pp. 215-236.

Ho-Jin, P., & Cho, J. S. (2016). The influence of information security technostress on the job

satisfaction of employees. Journal of Business and Retail Management Research, Vol.

11(1)., pp. 66-75.

Hsieh, H-L., Huang, L-C., & Su, K-J. (2004). Work stress and job performance in the hi tech

industry: A closer view for vocational education. World Transactions on Engineering and

Technology Education, 3(1), pp.147-150.

Ibrahim, N. A. (2013). The Effects of Worker Stress on the Job Performance in Electronic

Manufacturing. Doctoral dissertation, UMP.

Idris, M. (2011). Over time effects of role stress on psychological strain among Malaysian Public

University Academics. International Journal of Business and Social Science, Vol. 4(1), pp.

44-48.

Im, M., & Han, G. (2013). An investigation of causes and effects of technostress creators, The

Journal of Digital Policy & Management, Vol. 11(10), pp.31-45.

Imran, M., Maqbool, N., & Shafique, H. (2014). Impact of technological advancement on

employee performance in banking sector. International Journal of Human Resource

Studies, Vol 4(1), pp. 57.

Jolliffe, I. (2011). Principal component analysis. In International Encyclopedia of Statistical

Science, pp. 1094-1096. Springer, Berlin, Heidelberg

Kahya, E. (2009). The effects of job performance on effectiveness. International Journal of

Industrial Ergonomics, Vol. 39(1), pp. 96-104.

Kaiser, H. F. (1974). An index of factorial simplicity. Psychometrika, Vol. 39(1), pp. 31-36.

Karsh, B. T. (2004). Beyond usability: designing effective technology implementation systems to

promote patient safety. BMJ Quality & Safety, Vol. 13(5), pp. 388-394.

International Journal of Academic Research economics and management sciences

Klug, K. (2017). Young and at risk? Consequences of job insecurity for mental health and

satisfaction among labor market entrants with different levels of education. Economic

and Industrial Democracy, Vol. 27(2), pp. 223-244.

Korunka, C., Weiss, A., & Karetta, B. (1993). Effects of new technologies with special regard for

the implementation process per se. Journal of Organizational Behavior, Vol. 14(4), pp.

331-348.

Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities.

Educational and Psychological Measurement, Vol. 30(3), pp. 607-610.

Choi, K. B., Moon, K. H., & Ko, W. (2013). An organization's ethical climate, innovation, and

performance: Effects of support for innovation and performance evaluation.

Management Decision, Vol. 51(6), pp. 1250-1275.

Kwon, O., & Wen, Y. (2010). An empirical study of the factors affecting social network service use.

Computers in Human Behavior, Vol. 26(2), pp. 254-263.

Lee, C. P., Warkentin, M., & Choi, H. (2004). The role of technological and social factors on the

adoption of mobile payment technologies. AMCIS 2004 Proceedings, 333.

Lee, Y., Kozar, K. A., & Larsen, K. R. T. (2003). The technology acceptance model: past, present,

and future. Communications of the AIS, Vol. 12(50), pp. 752-80.

Legris, P., Ingham, J., & Collerette, P. (2003). Why do people use information technology? A

critical review of the Technology Acceptance Model. Information & Management, Vol.

40(3), pp. 191-204.

Lin, H. F. (2007). Effects of extrinsic and intrinsic motivation on employee knowledge sharing

intentions. Journal of Information Science, Vol. 33(2), pp. 135-149.

Nasri, W., & Charfeddine, L. (2012). Motivating salespeople to contribute to marketing

intelligence activities: An expectancy theory approach. International Journal of Marketing

Studies, Vol. 4(1), pp. 168.

Madsen, S. R., Miller, D., & John, C. R. (2005). Readiness for organizational change: do

organizational commitment and social relationships in the workplace make a difference.

Human Resource Development Quarterly, Vol.1(2), pp. 213-33.

Mizuno, M., Yamada, Y., Ishii, A., & Tanaka, S. (2006). A human resource management approach

to motivation and job stress in paramedics. In International Congress Series, Vol. 1294,

pp. 167-170.

Muda, I., Rafiki, A., & Harahap, M. R. (2014). Factors influencing employees' performance: A study

on the Islamic banks in Indonesia. International Journal of Business and Social Science,

Vol. 5(2), pp. 73-80.

Meuter, M. L., Ostrom, A. L., Roundtree, R. I., & Bitner, M. J. (2000). Self-service technologies:

understanding customer satisfaction with technology-based service encounters. Journal

of Marketing, Vol. 64(3), pp. 50-64.

Motowidlo, S., Borman, W., & Schmidt, N. (1997). A theory of individual differences in task and

contextual performance. Human Performance, Vol. 10, pp. 71-83.

Odeh, M. H. (2019). Factors Affecting the Adoption of Financial Information Systems Based on

UTAUT Model. International Journal of Academic Research in Accounting, Finance and

Management Sciences, Vol. 9(2), pp. 108-116.

International Journal of Academic Research economics and management sciences

Pantano, E., & Di Pietro, L. (2012). Understanding consumer’s acceptance of technology-based

innovations in retailing. Journal of technology management & innovation, Vol. 7(4), pp.

1-19.

Parashar, B. K. (2016). Significance of theory Z in Indian scenario. International Journal of

Management and Social Sciences Research, Vol. 5(2), pp. 8-16.

Park, C., & Im, M. (2012). The impact of technostress on information security perception and

organizational outcomes, The Journal of KIIT, Vol. 10(1), pp. 97-109.

Plewa, C., Troshani, I., Francis, A., & Rampersad, G. (2012). Technology adoption and

performance impact in innovation domains. Industrial Management & Data Systems, Vol.

112(5), pp. 748-765.

Pires, D. E. P. D., Matos, E., Azambuja, E. P. D., Trindade, L. D. L., & Scherer, M. D. D. A. (2014).

New Technologies and Workloads of Health Care Professionals. Universitätsverlag der TU

Berlin.

Poissonnet, C. M., & Véron, M. (2000). Health effects of work schedules in healthcare professions.

Journal of Clinical Nursing, Vol. 9(1), pp. 13-23.

Rizwan, M., Waseem, A., & Bukhari, S. A. (2014). Antecedents of job stress and its impact on job

performance and job satisfaction. International Journal of Learning and Development,

Vol. 4(2), pp.187-203.

Saeed, R., Mussawar, S., Lodhi, R. N., Iqbal, A., Nayab, H. H., & Yaseen, S. (2013). Factors affecting

the performance of employees at work place in the banking sector of Pakistan. Middle-

East Journal of Scientific Research, Vol. 17(9), pp. 1200-1208.

Schultz, R. L., & Slevin, D. P. (1975). Implementation and Organizational Validity: An Empirical

Investigation. In Implementing Operations Research Management Science, R.L. Schultz

and D.P. Slevin (eds.), American Elsevier, New York, NY, pp. 153-182.

Suharti, L., & Susanto, A. (2014). The impact of workload and technology competence on

technostress and performance of employees. Indian Journal of Commerce and

Management Studies, Vol. 5(2), pp. 1.

Surendran, P. (2012). Technology acceptance model: A survey of literature. International Journal

of Business and Social Research, Vol. 2(4), pp. 175-178.

Sverke, M., & Goslinga, S. (2003). The consequences of job insecurity for employers and unions:

Exit, voice and loyalty. Economic and Industrial Democracy, Vol. 24(2), pp. 241-270.

Swanson, E. B. (1982). Measuring user attitudes in MIS research: a review. Omega, Vol. 10(2), pp.

157-165.

Talukder, M. (2012). Factors affecting the adoption of technological innovation by individual

employees: An Australian study. Procedia-Social and Behavioral Sciences, Vol. 40, pp. 52-

57.

Thompson, B. (2004). Exploratory and confirmatory factor analysis: Understanding concepts and

applications. Applied Psychological Measurement, Vol. 31(3), pp. 245-248.

Tornatzky, L. G., & Klein, K. J. (1982). Innovation characteristics and innovation adoption-

implementation: A meta-analysis of findings. IEEE Transactions on Engineering

Management, Vol. 29(1), pp. 28-45.

Van Scotter, J. R., & Motowidlo, S. J. (1996). Interpersonal facilitation and job dedication as

separate facets of contextual performance. Journal of Applied Psychology, Vol. 81(5), pp.

525.

International Journal of Academic Research economics and management sciences

Elst, V. T., De Witte, H., & De Cuyper, N. (2014). The Job Insecurity Scale: A psychometric

evaluation across five European countries. European Journal of Work and Organizational

Psychology, Vol. 23(3), pp. 364-380.

Vieitez, J. C., Carcía, A. D. L. T., & Rodríguez, M. T. V. (2001). Perception of job security in a process

of technological change: Its influence on psychological well-being. Behaviour &

Information Technology, Vol. 20(3), pp. 213-223.

Wanza, S. L., & Nkuraru, J. K. (2016). Influence of Change Management on Employee

Performance: A Case of University of Eldoret, Kenya. International Journal of Business and

Social Science, Vol. 7(4), pp. 190-199.

Werner, J. M. (2000). Implications of OCB and contextual performance for human resource

management. Human Resource Management Review, Vol. 10(1), pp. 3-24.

Witt, L. A., Kacmar, K. M., Carlson, D. S., & Zivnuska, S. (2002). Interactive effects of personality

and organizational politics on contextual performance. Journal of Organizational

Behavior, Vol. 23(8), pp. 911-926.

Yousafzai, S. Y., Foxall, G. R., & Pallister, J. G. (2007). Technology acceptance: a meta-analysis of

the TAM: Part 1, Journal of Modelling in Management, Vol. 2(3), pp. 251-280.

Yusoff, W. T. W., Mat, C. R. C., & Zainol, R. M. (2017). Predictors and consequences of job

insecurity: A preliminary study of Malaysian bank employees. Geografia-Malaysian

Journal of Society and Space, Vol. 10(3), pp. 8-13

Zafar, Q., Ali, A., Hameed, T., Ilyas, T., & Younas, H. (2015). The Influence of Job Stress on

Employees Performance in Pakistan. American Journal of Social Science Research, Vol.

1(4), pp. 221-225.

Embracing Technological Advancements: Impact on Academic Performance of School Teachers in Kathmandu

Article

Full-text available

Jul 2024

This paper examines the effect of new technology adoption on employees' performance among school teachers in the Killagal-Nardevi area. In the study, technology adoption is an independent variable, and employee performance is a dependent variable. Adopting new technology on employees' performance focuses on time management and performance targets for individual employees. The study has used descriptive, relational, and casual research designs considering the research objectives. The study is based on 106 valid responses, 76 percent, of the questionnaire distributed. A total of 29 questionnaires were not returned, and 5 were invalid due to incomplete filling up of the questionnaire. The study is based on the results obtained from descriptive, and inferential tools namely mean, median, standard deviation, correlation, and regression analysis. According to the study's findings, technology adoption has a positive and significant relation to employee performance. Similarly, there is a positive and significant effect of technology adoption. The study, therefore, concludes that as technology tends to be advanced, employee performance is enhanced. Future studies can be conducted considering the broader area along with other variables.

The Effects of Hotel Employees’ Attitude Toward the Use of AI on Customer Orientation: The Role of Usage Attitudes and Proactive Personality

Article

Full-text available

Jan 2025

Along with the development and application of artificial intelligence technology, intelligent services are also emerging in the travel industry. Especially in the tourism and hotel industry, many organizations have started to introduce AI to assist their employees. The purpose of this study is to explore the effects of employees’ perceived usefulness and perceived ease of use of AI on customer orientation, and further analyze the mediating role of attitudes toward use and the moderating role of a proactive personality. A questionnaire was administered to hotel employees in Liaoning Province, China, and hypothesis testing was conducted using SPSS 24.0 and AMOS 22.0. It was found that the perceived usefulness and perceived ease of use significantly and positively influenced usage attitudes and customer orientation. The usage attitudes mediated between perceived usefulness/perceived ease of use and customer orientation. Proactive personality moderated the effects of perceived usefulness and perceived ease of use on usage attitudes. This study not only theoretically enriches the research related to technology acceptance modeling, but also practically provides suggestions for hotel managers to manage their employees after the introduction of AI.

The potential of digital-based technology in improving organizational performance

Article

Full-text available

Feb 2025

Purpose The growing concern with the rapid evolution in adopting emerging technologies in the real estate industry to enhance performance is a threat to conventional practice. The paper aims to examine the latent influence of digital-based technology on employees toward improving organizational performance. Design/methodology/approach The study employed an exploratory research design. The study sampled 132 real estate firms in Lagos State, Nigeria. The study adopts a random sampling method, and only 87 questionnaires were retrieved and found suitable for analysis. The data were analyzed using descriptive and inferential statistics. Findings The study perceived that the adoption of digital-based tools enhances employee creativity and usage, work ethics, decision-making skills, behaviors and traits toward business performance. Furthermore, firm culture, training and development, assessment of employee productivity metrics, the firm’s expectations and strategic technology applications are significant factors that impact employee decisions to drive organizational performance. Practical implications The study has an implication for the real estate industry in a achieving technology-based performance system by involving employees’ in attaining overall organizational business objectives. Originality/value The paper is relevant because it examines the empirical study of the influence of digital technologies in enhancing employee performance with the goal of enhancing the organization’s competitiveness while maintaining flexible approaches to withstand future business risk and uncertainty.

Ý định tiếp tục sử dụng phần mềm tại nơi làm việc trong bối cảnh chuyển đổi số: Tích hợp sự phù hợp giữa công nghệ - nhiệm vụ vào lý thuyết về tính liên tục của công nghệ

Article

Full-text available

May 2024

Sau khi các công ty triển khai hệ thống phần mềm, điều quan trọng là phải khuyến khích người lao động tiếp tục sử dụng chúng. Mục đích của nghiên cứu này là kiểm tra tính hiệu quả của một mô hình tích hợp kết hợp sự phù hợp giữa nhiệm vụ - công nghệ vào lý thuyết liên tục công nghệ (TCT) trong việc làm sáng tỏ lý do tại sao người lao động duy trì việc sử dụng phần mềm của tổ chức. Dữ liệu được thu thập thông qua cuộc khảo sát với 307 người làm việc cho các tổ chức khác nhau đã sử dụng phần mềm trong hoạt động nghề nghiệp của họ. Mô hình phương trình cấu trúc sử dụng bình phương nhỏ nhất từng phần (PLS-SEM) được sử dụng để kiểm tra mô hình nghiên cứu. Ý định tiếp tục sử dụng phần mềm được dự đoán bởi sự hài lòng, thái độ và cảm nhận hữu ích; đồng thời, sự phù hợp giữa công nghệ - công việc ảnh hướng tích cực đến thái độ và sự hài lòng của người dùng phần mềm. Những phát hiện này chỉ ra vai trò của sự phù hợp giữa công nghệ và nhiệm vụ trong bối cảnh các doanh nghiệp áp dụng các phần mềm để tăng hiệu quả kinh doanh trong quá trình chuyển đổi số. Đồng thời, một số hàm ý quản lý khả thi được khuyến nghị cho các doanh nghiệp để có chiến lược triển khai một cách các hệ thống phần mềm trong hoạt động kinh doanh.

The moderating role of emotional intelligence and HR digitalization on the relationship between compensation and employee job performance in Johor manufacturing sector

Article

Full-text available

Oct 2024

This research examines the moderating role of emotional intelligence and HR digitalization on the relationship between compensation and employee job performance in Johor manufacturing sector. The manufacturing sector, which has contributed significantly to the Malaysian national GDP, was among the most affected sectors during the remote work movement caused by several Covid-19. One of the most critical aspects was managing human resources (HR) in remote work and the challenges faced by the employees working online. Drawing upon the Theory of Social Exchange and Ability model of Emotional Intelligence, this practical study investigated the influence of compensation (COM) on employee job performance (EJP) with the moderation of human resource digitalization (HRDi) and emotional intelligence (EI). A quantitative methodology based on online and hard-copy questionnaires was adopted. The population of this study consisted of management employees, such as directors, managers, executives, and administrators working in Johor manufacturing companies. A total of 318 responses was used in this study. Utilising SPSS and Smart PLS, the researcher analysed preliminary and pilot studies, data screening and cleaning procedures, exploratory factor analysis, as well as partial least squares structural equation modeling to assess the relationships among variables and test the hypotheses. The research findings demonstrated that compensation directly affects employee job performance. Meanwhile, human resource digitalization moderates the relationships between compensation and job performance of employees. In addition, emotional intelligence moderates the relationships between compensation and employee job performance. Policymakers are urged to encourage HR digitalization implementation and training on enhancing emotional intelligence. Besides, organizations should have plans on how to enhance their implementation of HR digitalization and improve emotional intelligence.

Exploring Trust, Privacy, and Security in Cloud Storage Adoption among Generation Z: An Extended TAM Approach

Article

Full-text available

Aug 2024

The incorporation of cloud storage technology holds the promise of significantly enhancing efficiency in various sectors, particularly from the perspective of Generation Z, a demographic known for its meticulous consideration of technology acceptance factors, especially security. This research thoroughly examines the level of acceptance of cloud storage technology among Generation Z. By augmenting the Technology Acceptance Model (TAM) with five core factors and introducing three novel factors—Perceived Security, Perceived Privacy, and Trust—this study not only adheres to traditional acceptance models but also ventures into uncharted territories, marking a significant contribution to understanding technology acceptance. This study meticulously collected data from 408 Generation Z respondents who actively use cloud storage technology, employing an innovative questionnaire disseminated via an online platform. Through sophisticated PLS-SEM data analysis, the study confirmed the positive and significant impact of all tested hypotheses, underscoring the importance of attitudes, perceived benefits, and usability in fostering the intention to use cloud storage. Notably, the added dimensions of privacy and security emerged as critical in enhancing users' trust in cloud storage solutions. Furthermore, this study paves the way for future explorations into technology acceptance across diverse populations and settings, underscoring the critical role of security and privacy in shaping technology adoption decisions among emerging generations.

Career Management and Employee Performance of Selected Insurance Firms in Lagos State, Nigeria

Article

Full-text available

Jul 2024

Objective: This study investigates the effect of career management strategies on employee performance within selected insurance companies in Lagos State, Nigeria, aiming to address a research gap in understanding this relationship. Theoretical Framework: Drawing upon Krumboltz's Social Learning Theory, which emphasises the influence of social factors and environmental experiences on career decisions, this study explores how career management practices contribute to employee performance. Method: The study adopted a survey research design. The population was 879 employees of five selected insurance firms. Total enumeration technique was adopted. Primary data were collected using a structured questionnaire. Data collected were analysed using descriptive and simple regressions]. Results and Discussion: Findings revealed that career management had a significant effect on the performance of employees of selected insurance firms in Lagos State, Nigeria (F(4, 833)= 156.914, Adj.R2 = 0.427, p< 0.05). The study concluded that career management has influence and plays an important role in improving the performance of insurance firms in Lagos State, Nigeria. Research Implications: Insurance companies' management should ensure an upward trajectory in their employees' professional journey, including certifying an employee progresses from an entry-level position to management and transitioning from one unit in the organisation to another. Originality/Value: the findings highlight the role of career planning, advancement, mentoring, and performance evaluation in shaping employee outcomes. The regression analysis conducted in this study reveals robust and positive relationships between these career management dimensions and employee performance, indicating that these factors collectively account for a substantial proportion of the variance in performance levels observed among employees.].

Analysis of employee performance through productivity: The role of kaizen culture, motivation, and work discipline in the manufacturing industry

Article

Full-text available

Jul 2024

Dany Amrul Ichdan

Purpose: This study investigates the relationship between employee performance and productivity in the manufacturing industry, focusing on the impact of Kaizen culture, motivation, and work discipline on employee performance. Research Methodology: The study employed a quantitative method approach, which involved a survey of 105 respondents from the manufacturing Industry in West Java, and the analysis of key performance indicators from several pilot case companies in Bekasi that implemented Kaizen techniques. Data were analyzed using the SmartPLS test. Results: Kaizen culture, motivation, and work discipline are vital for improving employee performance and productivity. Employee motivation directly influences the implementation of the 5S system, and the company meets employees’ needs for career development and information. Employee performance is influenced by motivation, discipline, training, and culture, with productivity as the mediator. Limitations: The generalizability of this study is limited by its focus on a specific industry and geographic location. Future studies should replicate the study across different industries and regions to increase the scope of the findings. Contribution: This study contributes to the current literature by examining how Kaizen culture, motivation, and work discipline boost employee performance and productivity in manufacturing. The results underscore the significance of these elements in enhancing organizational performance and offer practical suggestions for companies that aim to enhance productivity and employee engagement. Originality: This study is unique in its thorough examination of how Kaizen culture, motivation, and work discipline affect employee performance and productivity in manufacturing. Using quantitative methods and diverse data sources enhances originality and offers a deeper understanding of these factors.

The influence of personal factors on resistance to technology adoption in university libraries in Bangladesh

Article

Jun 2024

This research explores the impact of personal factors on resistance to technology adoption in university libraries in Bangladesh, particularly among LIS (Library and Information Science) professionals. The study aims to reveal specific challenges and opportunities influencing attitudes toward technology integration, offering a nuanced understanding of resistance factors in this unique cultural and educational context. Through a qualitative case study with 21 LIS professionals from seven university libraries, conducted via semi-structured interviews guided by a questionnaire, recurring themes such as fear of job displacement, perceived technological self-efficacy, and concerns about disruptions to workflows emerge. Fear of job displacement refers to professionals’ apprehension about potential job loss due to technological advancements, while perceived technological self-efficacy reflects individuals’ confidence in using and adapting to new technologies. Concerns about disruptions to workflows highlight worries regarding the impact of technology implementation on existing work processes. Despite challenges, participants acknowledge potential benefits, emphasizing improved services. The study advocates for crucial strategies like comprehensive training programs and inclusive decision-making processes to alleviate resistance. This research provides a focused exploration, original insights, and practical value for advancing technology adoption in university libraries in Bangladesh, contributing to a deeper comprehension of complexities in technology integration within academic institutions.

Effect of Employee's Contract Engagement on Organization Performance in First Bank of Nigeria Plc, Abia State, Nigeria

Article

Full-text available

May 2024

The study focused on the Effect of Employees Contract Engagement on Organisational Performance with respect to First Bank of Nigeria Plc, Abia State. The study used descriptive statistics design. Copies of questionnaire were administered to targeted respondents who are the employees of First Bank of Nigeria Plc in. Abia State. Two objectives of the study are: to determine the effect of terms or conditions of engagement (wages and Health care) on Productivity(output) of First Bank of Nigeria Plc, Abia State. Examine the effect of employees' responsibility(customer retention) on Profit of First Bank of Nigeria Plc, Abia State. The populations of the target respondents were 203 employees, where Taro Yamane was adopted to derive the sample size of 134. Objective one was analyzed using primary data while, objective 2 was analyzed with secondary data gotten from the First Bank of Nigeria PLc Brochure. The findings revealed that; Terms or conditions of engagement (wages and health care) has significant effect on productivity of First Bank of Nigeria Plc, Abia State. Employees' responsibility (customer retention) has significant effect on profit of First Bank of Nigeria Plc, Abia State. Based on the findings, the following recommendations were made; since terms and conditions of engagement is positive to productivity. The management of First Bank of Nigeria Plc in Abia State should continue to improve on the terms or conditions of engaging employees in the bank especially with, respect to employees' contact engagement. It is important to note that the employees' responsibility (customer retention) of First Bank of Nigeria Plc needs to be adopted, the most efficient administrative service that would be beneficial to all her employees' contract engagement and selection policies into the Nigerian banking sector should be unfettered.

Factors Affecting the Adoption of Financial Information Systems Based On UTAUT Model

Article

Full-text available

Apr 2019

Mohammad Husam Odeh

The main aim of this paper is to study the factors that could effect the adoption of financial information systems by small and medium-sized enterprises in Jordan based on the unified theory of acceptance and use of technology (UTAUT). This study is quantitative; a questionnaire was used to collect the data. The sample size for the study is 322 small and medium-sized enterprises in Jordan. The findings of the study indicated that performance expectancy, effort expectancy, social influence and facilitating conditions effect significantly on the adoption of financial information system by small and medium-sized enterprises.

Young and at risk? Consequences of job insecurity for mental health and satisfaction among labor market entrants with different levels of education

Article

Full-text available

Aug 2020
ECON IND DEMOCRACY

Katharina Klug

Young workers are often temporarily employed and thus likely to experience job insecurity. This study investigates associations of objective job insecurity (i.e., temporary employment) and subjectively perceived job insecurity with mental health, job satisfaction and life satisfaction among young workers, testing the moderating role of education. The longitudinal analysis based on 1522 labor market entrants from the German Socio-Economic Panel revealed that subjective job insecurity was associated with decreased mental health and lower satisfaction, whereas objective job insecurity was not. Three levels of education were differentiated: university degree, vocational training and low-qualified. There was weak evidence that those with vocational qualifications were more vulnerable to subjective job insecurity than either the low-qualified or university graduates. The results suggest that irrespective of education, detrimental consequences of subjective job insecurity emerge early in the career. Access to secure employment should be improved for young workers to prevent early dissatisfaction and impairment of their mental health.

Predictors and consequences of job insecurity: A preliminary study of Malaysian bank employees

Article

Full-text available

Jan 2014

Paid work is of fundamental importance in modern societies. For individuals, it serves not only to provide them with a means of financial income but also plays an important role in determining social status and prestige. Based on a quantitative study of 141 bank employees, this paper empirically explores the predictors and consequences of job insecurity components among bank employees in Malaysia. The main purpose of this study is to investigate the role of job security satisfaction in predicting organizational commitment and job performance among bank employees in Malaysia. Furthermore, the study explores the contribution of certain demographic variables such as monthly income, age, marital status, education level, job level, tenure in present job and tenure in present organization, as well as organizational factors such as an organization's activity and training for explaining variations in the levels of satisfaction with job security among individuals. This study suggests that the relationships between job security satisfaction and both organizational commitment and job performance should provide managers with valuable information for developing plans to inspire and retain organizational commitment and to enhance employees' performance.

An Easy Approach to Exploratory Factor Analysis: Marketing Perspective Noor Ul Hadi

Article

Full-text available

Feb 2016

The purpose of this paper is to allow researchers, instructors, and students to comprehend the nature of exploratory factor analysis (EFA) from marketing perspective. In particular, the paper offer realistic information from marketing literature on developing valid instruments and making decision regarding factor extraction, factor rotation, and factor labeling. Since the items and factors identified through EFAs are using as an input for the measurement model in second generation structural equation modeling (SEM) technique. While so doing, a pilot test was conducted and items from marketing literature were analyzed via principal component analysis (PCA) using SPSS 20, the appropriateness of data for EFA was measured through KMO and Bartlett’s test of Sphericity. Based on parallel analysis three factors were extracted for further investigation. The three components explained a total of 62.6% of the variance.

Technology Acceptance Model: A Survey of Literature

Article

Apr 2019

Priyanka Surendran

The technology acceptance model has been a theory that is most widely used to explain an individual's acceptance of an information system. This study has reviewed numerous literatures available in this area. The different studies in this area were evaluated to understand the modifications that were done on this model. The paper then tries to provide an insight on future trends in the technology acceptance model. Keywords: Technology acceptance model; perceived ease of use; attitude; Perceived Usefulness Introduction: In the area of research to investigate the individual acceptance behavior on Information technology and Information systems, many models were suggested by the researchers. These include the Theory of Reasoned action (TRA), Theory of planned behavior (TPB), Technology Acceptance Model (TAM, TAM2) and Unified Theory of Acceptance and Use of Technology (UTAUT). According to theory of reasoned action the individual behavior is motivated by behavioral objectives and these are a function of an individual's attitude toward the behavior and subjective norms surrounding the performance of the behavior. Technology acceptance mode (TAM) has been based on theory of reasoned action (TRA) and has been used to explain individual's acceptance behavior.TAM was first proposed by Davis(1989) in his Doctoral thesis. Theory of Planned Behavior helps to recognize how the behavior of people can be changed. TPB suggests that human action is guided by three factors which are behavioral, normative and control beliefs.TPB includes some factors that are part of TAM. However, TPB is not specific Information systems usage (IS). The perceived usefulness factor and perceived ease of use factors are major factors in computer use behaviors based on Technology acceptance model. TAM has been widely used to scrutinize individual technology acceptance behavior in various types of information systems. Technology Acceptance Model (TAM) Technology Acceptance Model has been developed by Davis(1989) is one of the most popular research models to predict use and acceptance of information systems and technology by individual users.TAM has been widely studied and verified by different studies that examine the individual technology acceptance behavior in different information systems constructs. In TAM model, there are two factors perceived usefulness and perceived ease of use is relevant in computer use behaviors. Davis defines perceived usefulness as the prospective user's subjective probability that using a specific application system will enhance his or her job or life performance. Perceive ease of use (EOU) can be defined as the degree to which the prospective user expects the target system to be free of effort. According to TAM, ease of use and perceived usefulness are the

A Survey of Dimension Reduction Techniques

Article

Jan 2002
NEOPLASIA

I.K. Fodor

Perceived usefulness, perceived ease, and user acceptance of information technology

Article

Jan 1989

F.D. Davis

Principal Component Analysis

Article

Jan 1986

Ian T. Jolliffe

The influence of information security technostress on the job satisfaction of employees

Article

Jan 2016

Information security is an important activity which is vital for corporate or organizational activities. However, focusing only on the strengthening for the performance of information security may act as a factor increasing the techno-stress the members of the organization feel. This study inquired into the impacts of information security techno-stress on individual job satisfaction and empirically verified the relationship between information security techno-stress and individual job satisfaction, preceding factors and results, regarding how to use information security effectively. The results of the analysis, the strengthening of information security caused techno-stress, and the information security techno-stress had negative impacts on individual jot satisfaction. As security is inclined to technical countermeasures, security technology is further strengthened, and accordingly, the techno-stress of the members of the organization increases, while on the other hand, individual job efficiently decreases, which is judged that this will have negative impacts on the personal performance in the organization.

Factors affecting the performance of employees at work place in the banking sector of Pakistan

Article

Jan 2013

There are many variables that affect the performance of employees at work place. These variables include manager's attitude, organizational culture, personal problems, job content and financial rewards. All of these variables have positive impact on the performance of the employees except personal problems of the employees that hinders the performance of the employees. This study is quantitative in nature and will see the effect of these variables manager's attitude, organizational culture, personal problems, job content and financial rewards in the banking sector of Pakistan focusing Sahiwal banks as a sample based on 200 employees. The study will be analyzed by applying multiple regression analysis using SPSS software because there are 5 independent variables and their affects have to be seen on the performance of the employees which is the sole dependent variable.

Technology Adoption and Employee’s Job Performance: An Empirical Investigation

Figures

Recommended publications

Motivation and Employee Engagement in the Civil Service: The Nigerian Experience

Embracing Technological Advancements: Impact on Academic Performance of School Teachers in Kathmandu

Home Ownership Motivation in Malaysia: A Youth Perspective

The Impact of Job Stress on Job performance: A case study on academic staff at Dhofar University