Digital Competence and Employee Performance: Mediating AI Support, Moderating Organizational Support in Gorontalo City
DOI:
https://doi.org/10.55927/ijabm.v5i5.30Keywords:
AI Support, Digital Competence, Employee Performance, Organizational Support, Social Exchange TheoryAbstract
This study aims to examine the effect of digital competence on employee performance in public service institutions in Gorontalo City, by testing the mediating role of AI support and the moderating role of organizational support. A quantitative approach was employed through a survey of 200 civil servants across four institutions, namely the Health Office, the Population and Civil Registration Office, the Investment and One-Stop Integrated Licensing Service Office, and the Manpower, Cooperatives, and MSME Office of Gorontalo City, with data analyzed using Partial Least Squares Structural Equation Modeling through SmartPLS 4.0. The results show that digital competence significantly affects both employee performance and AI support, AI support significantly affects employee performance while partially mediating that relationship, and organizational support significantly strengthens the relationship between digital competence and employee performance, although its direct effect moves in the opposite direction. These findings conclude that individual competence and organizational technological support are complementary resources, while the effectiveness of organizational support is contextual and depends on employees' digital readiness, thereby contributing theoretically to the development of Social Exchange Theory within the context of public sector digital transformation
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