Impact of digital transformation on job performance in the South African mining sector : the role of employee engagement

Abstract

This study investigated the impact of digital transformation (DT) on job performance (JP) through the mediating role of employee engagement (EE). As organisations embrace digital technologies, understanding their effect on employee outcomes, particularly JP, is vital. The research suggests DT enhances the work environment by equipping employees with advanced tools and resources, increasing engagement. Higher engagement levels improve JP, establishing EE's significant mediating role in the DT-JP relationship. The study adopted a quantitative approach, gathering data through surveys from employees across diverse South African mining companies undergoing DT. It examined key constructs, including DT, EE, and JP, and employed Kendall's Tau correlation analysis in SPSS to explore these constructs' relationships. Its findings reveal moderate and significant DT-JP and DT-EE relationships, with a strong and significant EE-JP relationship, revealing that engaged employees are more likely to show enhanced JP. The study further found that demographic factors such as age, educational level, job role, and work experience influence EE and JP. Employees who are older, more highly educated, in senior roles, or have greater work experience reported higher engagement levels and better JP. However, demographic factors did not significantly impact the DT construct, suggesting that the DT process applies broadly, irrespective of these factors. Based on these findings, this study contributes to the growing body of knowledge on the role of EE in leveraging DT for improved JP outcomes. Therefore, organisations should prioritise fostering a culture of engagement while implementing DT initiatives to enhance JP. Thus, equipping employees with the right technology and promoting their engagement can improve their performance outcomes. Also, addressing their demographic differences when implementing engagement and performance strategies offers valuable insights for managers seeking to enhance technological and human resource integration. However, this study's dependence on self-reported data may have introduced response bias, affecting its findings. Its cross-sectional design restricted its ability to establish causation. Thus, using diverse data sources, adopting a longitudinal study approach, and collecting information from multiple sectors would improve the generalisability of future research findings.