Int. J. Public Sector Performance Management, Vol. 4, No.

4, 2018 433

The impact of e-management on employee job

performance in public management

Sahem Nawafleh
Public Administration Department,
Yarmouk University, Jordan
Email: sahem.n@yu.edu.jo

Abstract: The topic of e-management is recognised as a valuable outcome

stemming from ICT, with ICT-related investments on a global scale recognised
as demonstrating much growth during the past 20 years – not only for public
industries but also private – in an effort to enhance performance overall.
Accordingly, this paper seeks to establish the role adopted by e-management on
employee performance in the context of public sector in Jordan. E-management
is recognised as potentially having an influence on various criteria, which
underwent measurement. A questionnaire was carried out targeting a sample of
337 randomly selected personnel, all of whom were employed by the Ministry
of Foreign Affairs and Expatriates of Jordan and Civil status and Passports
Department and Department of Land and Survey and Survey within the
Kingdom of Jordan’s Public Sector. The results show that there is a significant
correlation between factors of e-management and enhanced employee job
performance across the public sector in Jordan (α ≤ 0.05). The author
encourages future studies in this arena that can be rolled out across all
organisations and government entities in Jordan.

Keywords: e-government; e-management; employee job performance; ICT;

JCM; Jordanian public sector; performance management.

Reference to this paper should be made as follows: Nawafleh, S. (2018) ‘The

impact of e-management on employee job performance in public management’,
Int. J. Public Sector Performance Management, Vol. 4, No. 4, pp.433–451.

Biographical notes: Sahem Nawafleh is an Assistant Professor and Head of

Public Administration Department at Yarmouk University, Jordan. He is
previously an Assistant Professor at University of Petra, Jordan.

1 Introduction

Organisations are required to develop a competitive edge in line with the most
appropriate and suitable use of ICT, which has become one of the most critical
foundations of the knowledge economy. This has attracted a wealth of interest in relation
to overcoming a number of the various disadvantages associated with conventional
systems (Takahashi et al., 2004; Higón, 2012), with ICT recognised as having had a
significant effect on how national and local governments operate (Yong and Koon, 2003;
Nawafleh et al., 2012). With the notable changes demonstrated by the ICT revolution, the
way in which private and official entities carry out their tasks and operations, and

Copyright © 2018 Inderscience Enterprises Ltd.

434 S. Nawafleh

accordingly interact, has forced institutions to dismiss more conventional management

and to instead adopt e-management (Ellatif and Talab, 2013).
The issue of e-management is recognised as an important outcome in the digital
world of ICT (Ellatif and Abdulmutalib, 2013), with e-management as a term commonly
used interchangeably with terms such as e-business and e-commerce, as well as in other
private entities, whereas in the official public sector, e-government is the most commonly
used phrase. The effects of e-management, notably through ICT application in private
and public organisations, is no longer queried, with a number of scholars in the field
(Heeks, 2001; Devaraj and Kohli, 2003; Gretton et al., 2004; Vilaseca-Requena et al.,
2007; Ashrafi and Murtaza, 2008; Tarutė and Gatautis, 2014) acknowledging the
significant effect experienced by various aspects in different institutions. In this regard,
the performance of employees is recognised as a key area for maximisation and
enhancement by private and public institutions, with much research carried out in this
regard owing to the fact that the key aim of all entities is to achieve the very best
performance whilst achieving profits – which ultimately rests on employee job
performance (Johnson, 2003; Jankingthong and Rurkkhum, 2012). Owing to the fact that
e-management can have a significant effect on organisations, and considering the
performance of employees can affect the outcomes of an organisation, it can be seen that
the link between such dimensions is valuable to examine, with businesses across the
world not always able to deal with globalisation and the competition this induces (Ogrean
and Herciu, 2010). On the other hand, it is common for the public sector to experience
difficulties in regards transformation and the need to make changes to government
systems in order to provide both cost-effective and efficient services (Fang, 2002).
The majority of public and private organisations in the arena have become interested
in the adoption of e-management through ICT use, recognising the power and value of
ICT in improving organisational transformation (Ollo-López and Aramendía-Muneta,
2012; Tan and Pan, 2003), and owing to the public sector being a key influence on
day-to-day life on a global scale and leader of economic strategies and approaches, which
are known to be fundamental in establishing, facilitating or hindering growth across the
region (Yong and Koon, 2003), with governments able to deal with challenges stemming
from citizens who hold the view that government services should be at the same level as
those provided by private organisations. Importantly, this has encouraged the government
to make use of ICT in its field through e-government. However, ICT application does not
always result in beneficial outcomes in terms of performance, as organisational
performance ultimately rests on the performance of employees (Wright et al., 2001), with
ICT adoption affecting the ways in which employees carry out their role.
The adaptation of ICT services has been a significant in Jordan since 2001,
considering that Jordan is developing country focusing the effort to align with
civilisation, globalisation prospects, as Dana (2000) state that “Jordanian policy may be
described as forward-looking”. In a glance to Jordan, Dana (2000) in the book entitled
Economies of the Eastern Mediterranean Region, which is useful book to briefing the
history of and understanding of the context of Jordan; looked over the stages of
development of serval context, such as infrastructure development through National
Telecommunication Program and full duty exemptions on fixed asset and entitled to a
75% exemption on income tax and the same on social services tax. Also, an effort to
create attractive environment for enterprise, allowing the free flow of capital and profits,
and promoting investment through tax rates reducing and capital gains and dividends
were exempt from tax, all this and other in order to develop and toward the country, as
 The impact of e-management on employee job performance 435

Jordan during most of its history since independence, was beset by economic difficulties
(Dana, 2000). Moreover, the author states the launching push for socio-economic and
fiscal reforms, including modernisation and accelerated privatisation, by King Abdullah
ibn Hussein back in November 1999.
As adoption to ICT are necessities to such developing country, the e-government
program launched in order to facilitate and stimulation e-government transactions whilst
decreasing e-government centralisation adoption to the greatest possible extent, with
coordination between government agencies, in line with the program’s official mission
and vision. When taking into account the fact that ICT is adopted across all public sector
and other operations and tasks, as well as the e-government program, in Jordan, there is a
valuable avenue for research in terms of the transformation on employee job
performance. Despite such innovation, there continues to be pressure from citizens in
terms of the government needing to improve performance, which ultimately means a
greater degree of emphasis on the performance of employees across the public sector,
which do not continue to be at the desired stage of achievement and performance when
compared with economically developed regions. In this vein, the UN e-Government
Development Index (EGDI, 2016) positioned Jordan at 91, whilst Bahrain, the UAE,
Kuwait, Saudi Arabia, Qatar, Oman and Lebanon were positioned at 24, 29, 40, 44, 48,
66 and 73, respectively, with no report or study suggesting whether or not the adoption of
ICT could be determined as enhancing job performance amongst employees within the
public sector in Jordan specifically and the Middle East overall. With this noted, this
report seeks to establish the influence of e-management application in the public sector in
Jordan, as well as its role in employee job performance, with statistics suggesting that the
role of ICT in terms of enhancing employee performance, particularly across the
Jordanian sector. Leading to answering the research main question “What is the role of e-
management in the improvement of employee job performance in the Jordanian public
sector?”
So, this report aims to investigate the impact of e-management on improving
employee job performance in the Jordanian public sector, also seeks to increases the
significance of the research through extending the use of data in mind of decision-making
purposes.
This paper is structured into three sections. The first introduced the study and its
background, whilst the subsequent sector details the methodological approach applied.
Finally, the third section presents a discussion, draws the conclusions and makes
suggestions in regards future works.

1.1 Literature review

When considering the use of new technology, it would be accurate to state that such a
change can be a significant change across firms (Jorgenson and Vu, 2007; Garjoaba,
2011), with e-management recognised as the general concept signifying ICT
implementation, irrespective of whether such use is in private or official entities. In
regards literature, there is an abundance that has examined the effects of e-management
and ICT on organisations’ operational performance and the public sector overall (Hazlett
and Hill, 2003; Teicher et al., 2002; Cotteleer and Bendoly, 2006; Hendricks et al., 2007;
Seddon et al., 2010; Mithas et al., 2011, 2012; Hameed and Al-Shawabkah, 2013).
Nonetheless, there remains a lack of research examining the effects of ICT on employee
436 S. Nawafleh

job performance as a direct link; along with the positive change of ICT characteristics on
employee performance, the relationship between ICT and job characteristics remains a
topic of interest (Mills, 2000; Dewett and Jones, 2001; Gephart, 2002; Morris and
Venkatesh, 2010). Owing to the fact that ICT adoption can affect job characteristics in a
positive way, as examined through various works, a link to the JCM model (Hackman
and Oldham, 1975, 1980) is considered, with the JCM describing the way in which job
characteristics affect key job outcomes, including employee performance. Importantly,
the model posits that entities can induce positive staff attitudes and improved quality of
work through enriching a job through five different aspects, namely feedback, skill
variety, task autonomy, task identity and task significance. As a result, the JCM
framework suggests that business may be able to motivate positive employee attitudes
and accordingly achieve improved work quality through enriching a job through the five
individual job aspects and ICT adoption so as to affect job characteristics in a positive
way. This provides a theoretical foundation that this work seeks to validate.
Owing to the fact that the theoretical foundation is in line with the hypotheses devised
in this work, which suggest ICT adoption as having an influence on employee job
performance, and considering there is a wealth of literature in regards e-management and
ICT review, the completion of a literature review is considered valuable owing to the fact
this paper is centred on the Jordanian public sector.
E-management is recognised by Iulian (2008) as improving all of the processes
inherent in an organisation through the use of software tools in mind of data
centralisation, by using feedback from such tools in order to adopt the most appropriate
actions, and interconnecting systems and customers. In this vein, scholars Ellatif and
Talab (2013) consider e-management to be a concept, system, functional configuration
and activity that centres on achieving predetermined objectives; this may be inferred to
mean the application of ICT in the business domain. In this regard, Gupta et al. (2008)
state that ICT refers to technologies such as ERP, extranets, the intranet and internet, as
well as other technologies, as spanning the spectrum from basic infrastructure adoption to
those technologies with the capacity to enhance operations and services within a firm. In
this vein, it is recognised by Porter and Millar (1985) and Brady et al. (2002) that ICT
may be considered a collective term for a number of different applications and devices,
telecommunications and information management approaches, and software and
hardware, and are may be directed towards creating, producing, analysing, processing,
packaging, distributing, retrieving, receiving, storing and transforming data.
Professionals in the ICT domain have emphasised the various advantages associated
with ICT adoption in business, with empirical and theoretical works having shown the
need to garner and accordingly utilise positive outcomes, such as productivity growth,
organisation expansion, efficiency, effectiveness and competitiveness, for example, all of
which can be facilitated and achieved through ICT adoption in various organisations. In
this regard, Hilty et al. (2006) note ICT as having significant potential in terms of
sustainable development, whereas others state that greater productivity, efficiency,
competitiveness, innovation and performance of companies can be associated with ICT
application and, most importantly, use (Bresnahan and Trajtenberg, 1995; Brynjolfsson
and Hitt, 2000; Gilchrist et al., 2001; Mairesse et al., 2001; Gibbs et al., 2003; Jovanovic
and Rousseau, 2005; Mas, 2005; Vilaseca-Requena et al., 2007; Manochehri et al., 2012;
Sabbagh et al., 2012; Torrent-Sellens and Díaz-Chao, 2014).
When examining the literature in relation to ICT adoption and its significant effect,
there is also a need to consider employee job performance-related literature owing to the
 The impact of e-management on employee job performance 437

fact that this paper places emphasis on the measurement of ICT effects in regards
employee job performance. In this vein, job performance is seen to be a fundamental and
pivotal aspect in both organisational and industrial psychology, as stated by Schmidt and
Hunter (1992), owing to the fact that businesses seek to satisfy their aims whilst
achieving a competitive advantage in the marketplace, with the value and importance of
effective job performance the key to success. Wright et al. (2001) hold the view that
employee performance has an effect on the overall success of an organisation, with Jex
(1998) outlining job performance as encompassing all types of in-work behaviours,
whilst (Viswesvaran and Ones, 2000) identify job performance as scalable actions and
behaviours and outcomes in which employees engage that can be linked with and
contribute to business-related goals. In this same way, Rotundo and Sackett (2002) regard
job performance as encompassing behaviours and actions that are within the control of
the individual and which contribute to the organisation’s overall goals. This is recognised
by Chien (2014) as employee productivity, whereas, in a more comprehensive and
wide-ranging view, it may be considered to be a mix of efforts, results and skills, which
is fundamental not only for employees but also organisations. Owing to the recognition
that job performance is concerned with employee behaviour, various works have come to
acknowledge that employee behaviours can be grouped into two more wide-ranging
categories, namely task performance, which comprises the actions and behaviours that
contribute in terms of maintaining the fundamental foundation of the business, such as in
terms of coordinating, planning and sharing products (Williams and Anderson, 1991;
Borman and Motowidlo, 1993, 1997; Podsakoff et al., 2000), whilst the second is
contextual performance (citizenship performance), which may be seen to relate to the
personal efforts of employees that are not directly linked to their main roles but which
nonetheless are important in affecting task activities and processes, social background,
and the firm as a whole (Smith et al., 1983; Williams and Anderson, 1991; Borman and
Motowidlo, 1993; Organ, 1997; Podsakoff et al., 2000; Werner, 2000).
Owing to the fact that job performance may be seen to encompass both contextual
performance and task performance, the measurement of employee performance as a
whole needs to consider both of these aspects, with both comprising different aspects,
including creativity, organisational citizenship behaviours, safety performance, core task
performance, performance in training programs, overall counterproductive work
behaviours, tardiness, absenteeism, on-the-job substance abuse, and workplace
aggression. In the view of Rotundo and Sackett (2002) and Ng and Feldman (2008), in
mind of this study, the writers have opted to include core task performance, creativity,
performance in training programs and organisational citizenship behaviour in an effort to
complete employee performance measurement, with the research carried out across the
public sector, which is governed by rules and policies that could influence different
dimensions, including absenteeism. As such, emphasis has been placed on the
aforementioned dimensions, all of which appear to be significantly influential in terms of
employee performance across the public sector.
Upon completing the literature review, the conclusion was drawn that the JCM model
(Hackman and Oldham, 1975, 1980) can motivate employee attitudes to improve and
achieve enhanced quality in work outcomes through job enrichment, achieved by five
characteristics, with job characteristics positively influenced by ICT adoption (Mills,
2000; Dewett and Jones, 2001; Gephart, 2002; Morris and Venkatesh, 2010).
438 S. Nawafleh

In this vein, the work of Zhang and Venkatesh (2013) sought to develop more in-
depth insight into employee job performance, utilising social network theory and
analysing the way in which network ties in both offline and online settings affect job
performance. A research was carried out across a Fortune 500 telecommunications
organisation based in the USA, which subsequently garnered a response rate equating to
87%. Through the work, it was found that online direct, online indirect and offline direct
ties were significantly associated with job performance.
In consideration to social network theory, Sykes et al. (2014) specifically consider
advice networks in an effort to develop understanding of a key post-implementation role
outcome. The completion of a research across 87 staff centred on garnering information
both prior to and following ERP system module implementation in a large organisation’s
business unit. The research recognised that support pertaining to hypotheses in regards
workflow and software advice may be linked with job performance. Moreover, as
predicted, it has been established that workflow interactions and software-get-advice
workflow and software give-advice, and software get- and give-advice interactions, could
all be linked with job performance.
Furthermore, the effects of four conventional support structures, notably change
management support, help desk support, online support, and training, were analysed in
the study by Sykes (2015), alongside peer advice ties in relation to four key employee
outcomes, namely job performance, job satisfaction, job stress and system satisfaction.
Moreover, the research aimed to highlight that peer advice ties are what satisfy the
complicated informational needs of employees following IS implementation; this is
achieved through delivering the right data at the right time and in an appropriate context.
The model outlined underwent testing through the completion of a field study carried out
in a business unit of a large telecommunications organisation, deriving information from
120 supplier liaisons spanning a 12-month period. Notably, both peer advice ties and
conventional support structures were found to affect different outcomes, even following
the control of pre-implementation levels of the dependant variables.
The relationship between ESSP adoption and its possible effects in terms of
performance was examined in the work of Kuegler et al. (2015), with this work
completing a survey across a sample of 491 employees from an international media
organisation based in the UK. The ESSP of the firm had been adopted for a four-year
period, with the rate of adoption seen to exceed 75% at the time of data
collection(notably April/May 2013).The results established that ESSP adoption can affect
the performance of staff in two different ways: first, through enhanced employee
motivation and task performance; and secondly, task equivocality moderates the
relationship between ESSP use and employee performance outcomes, with the former
seen to have a significant effect on non-routine tasks’ performance.
Following the review of literature, it can be stated that e-management alongside ICT
application through e-government has a notable impact on employee job performance
(Zhang and Venkatesh, 2013; Sykes et al., 2014; Sykes, 2015; Kuegler et al., 2015). In
regards the findings, the works are recognised as being well aligned with expectations:
e-management has a number of positive effects on employee job performance.

1.2 Study model

A framework comprising a dependent variable and an independent variable is used in this
work, with the latter signifying job performance and placing emphasis on four different
 The impact of e-management on employee job performance 439

criteria, namely core task performance, creativity, organisational citizenship behaviour

and performance in training programs. The independent variable encompasses
e-management with four dimensions, namely automated business process reengineering,
information flow, infrastructure and organisational culture.

Figure 1 The correlation between e-management and employee job performance (see online
version for colours)

1.3 Study hypotheses

The framework resulted in the creation of two main hypotheses, which guide this work:
H01 E-management does not have a statistically significant (α ≤ 0.05) effect in regards
enhanced employee job performance in the context of the Jordanian public sector.
The aforementioned hypothesis is then broken down into four individual sub-hypotheses:
H01.1 Information flow factors are not seen to have any statistically significant
(α ≤ 0.05) influence on enhanced employee job performance in the context of the
Jordanian public sector.
H01.2 Infrastructure factors are not seen to have any statistically significant (α ≤ 0.05)
influence on employee job performance in the context of the Jordanian public
sector.
H01.3 Automated business process reengineering factors are not seen to have any
statistically significant (α ≤ 0.05) influence on employee job performance in the
context of the Jordanian public sector.
H01.4 Organisational culture factors are not seen to have any statistically significant
(α ≤ 0.05) influence on employee job performance in the context of the Jordanian
public sector.
440 S. Nawafleh

H02 The dimensions of e-management, in combination, are not seen to have any
statistically significant (α ≤ 0.05) influence on enhanced employee job
performance in the context of the Jordanian public sector.
The aforementioned hypothesis is further broken down into four individual
sub-hypotheses:
H02.1 The factors of e-management, in combination, are not seen to exert any
statistically significant influence (α ≤ 0.05) on enhanced employee job
performance in terms of core task performance in the context of the Jordanian
public sector.
H02.2 The factors of e-management, in combination, are not seen to have any
statistically significant influence (α ≤ 0.05) on enhanced employee job
performance in terms of creativity in the context of the Jordanian public sector.
H02.3 The factors of e-management, in combination, are not seen to have any
statistically significant influence (α ≤ 0.05) on enhanced employee job
performance in terms of performance in training programs in the context of the
Jordanian public sector.
H02.4 The factors of e-management, in combination, are not seen to have any
statistically significant influence (α ≤ 0.05) on enhanced employee job
performance in terms of organisational citizenship behaviour in the context of the
Jordanian public sector.
The section below provides data on the methodological approach adopted within this
study and further encompasses a discussion on the study tools used, with an explanation
provided as to statistical analysis, sample enrolment and research reliability.

2 Methodology

Owing to the aim of this work being centred on establishing the role of e-management in
terms of enhancing employee performance across the public sector in Jordan, the study
makes use of the Ministry of Foreign Affairs and Expatriates of Jordan and Civil status
and Passports Department and Department of Land population and survey employees. It
should be noted that these departments have been chosen in mind of their completely
automated processes through ICT and e-government, with the departments both
providing a large number of services across a wide number of citizens on a daily basis,
meaning ICT being applied in such a department could have notable effects. This work
considers random sampling owing to the departments embodying a significant number of
employees, which facilitates the investigation of each individual. Accordingly, random
sampling was adopted.

2.1 Results and discussion

Altogether, 421 questionnaires were distributed across the chosen sample, with a
response received in 337 cases, thus resulting in a response rate equal to 86%. SPSS
software was used in order to complete questionnaire analysis and coding. Demographic
data were garnered, as shown in Table 1.
 The impact of e-management on employee job performance 441

Table 1 The descriptive analysis of study sample

Variable Category Counts Percent

Gender Males 190 56.4%
Females 147 43.6%
Total 337 100.0%
Age Less than 25 years 31 9.2%
25-35 121 35.9%
36-45 127 37.7%
46 and over 58 17.2%
Total 337 100.0%
Academic High schools and less 47 13.9%
qualifications Diploma and less 63 18.7%
B.A 185 54.9%
Post-graduate 42 12.5%
Total 337 100.0%
Experience Less than 5 years 59 17.5%
5-15 years 130 38.6%
16-25 years 93 27.6%
26 and more 55 16.3%
Total 337 100.0%
Job title Department manager 12 3.6%
Department director 15 4.5%
Head of department 77 22.8%
employee 233 69.1%
Total 337 100.0%

Following a review of the gender variable, it would found that, in the context of Jordan,
diversity is witnessed, with the ratio seen to be positive in line with Jordan being
acknowledged as a developing country that is working towards securing more
involvement amongst females in the public sector. Secondly, in regards age, the majority
of the subjects were seen to fall into the age bracket of 36–45 years old (37.7%).
Moreover, in consideration to qualifications, a large portion of the respondents (54.9%)
were seen to hold a Bachelor’s degree.
When reviewing the experience variable, 5–15 years’ experience was identified
amongst 38.6% of the sample, whereas 27.6% were found to have 16–25 years
‘experience. This details a good level of experience, knowledge and understanding across
the staff. Lastly, when considering the job title variable, the sample was made up of
69.1% of employees; this highlights e-management as being applied across all processes
and not only for administrative roles.
The questionnaire encompassed two parts, the first of which was focused on the
subjects’ demographics, whilst the second aimed to gather information through the
survey. The latter section had a total of 33 questions, which focused on the four different
dimensions in e-management, with a five-point Likert scale spanning 1–5, spanning
442 S. Nawafleh

strongly agree through to strongly disagree, with the application of Cronbach’s alpha to
determine the degree to which the dataset demonstrated stability.
Table 2 Reliability analysis results using the approach of Cronbach’s alpha

No. Dimension No. of items Cronbach’s alpha value

1 Information flow 4 .811
2 Infrastructure 5 .825
3 Automated business process reengineering 4 .842
4 Organisational culture 4 .898
5 Core task performance 4 .803
6 Creativity 4 .865
7 Performance and training programs 4 .843
8 Organisational citizenship behaviours 4 .879

In this regard, a minimum score of 0.65 was outlined, although this exceeded all elements
and factors, therefore providing range of 0.803–0.898. This highlighted a significant level
of consistency in the results.

2.1.1 The first main hypothesis

H01 E-management does not have a statistically significant (α ≤ 0.05) effect in terms of
enhancing employee job performance in the context of the Jordanian public sector.
In order to carry out sufficient testing on the first null hypothesis, a multi linear
regression analysis was completed.
Table 3 Multiple linear regressions between e-management factors and improvement of
employee job performance

Independent F Value
(R) (R2) Beta Sig. F Sig. T
variable calculate of T
e-management .671a .443 Information flow .084 67.820 .000a 1.505 .133
factors Infrastructure .406 6.951 .000
Automated business –.072 –1.360 .175
process
reengineering
Organisational .392 8.114 .000
culture
Note: aThe relationship is significant at level (α ≤ 0.05).
A statistically significant link has been established between e-management and enhanced
employee performance. In this vein, the F-value (67.820) was recognised as significant in
line with the fact that the sig F-value was 0.000, with < 0.05 therefore suggesting
statistical significance. Importantly, the R2 value (44.3%) signifies the proportion
percentage of variation for the dependent variable (employee performance), which could
be viewed as owing to the independent variable (e-management). In consideration to the
infrastructure, the beta (β) coefficient value was determined as 0.406, which further
 The impact of e-management on employee job performance 443

highlights a notable influence when compared with other elements. Such an analysis
highlights the need to reject the first null hypothesis, whereas the hypothesis pertaining to
employee job performance improvement and e-management adoption can be confirmed
as a result of the significant relationship between the two.

2.1.2 The first four sub-hypotheses

In regards the four sub-hypotheses, a simple regression linear analysis was carried out.
H01.1 Information flow factors are not seen to have any statistically significant
(α ≤ 0.05) influence in terms of enhanced employee job performance in the
context of the Jordanian public sector.
Table 4 Simple regression analysis between of information flow and improvement of
employee job performance

Independent variable (R) (R2) Beta Value of (T) Sig

a
Information flow .480 .228 .480 10.024 .000
a
Note: The impact is significant at level (α ≤ 0.05).
The results show a statistically significant link between employee performance
improvement and information flow, with the t-value seen to be 10.024, providing a
probability value of 0.000, thus inferring that any value < 0.05 may be viewed as
considered significant. Furthermore, the R2 value (22.8%) signifies the proportion
percentage of variation for the dependent variable (employee performance improvement)
that may be attributed to information flow, with the beta (β) coefficient value recognised
as 0.480, which implies a strong and positive link. This analysis highlights the primary
sub-hypothesis, namely H0.1.1, as needing to be rejected, although the alternative
hypothesis may be validated.
H01.2 Infrastructure factors are not seen to have any statistically significant (α ≤ 0.05)
influence on employee job performance in the context of the Jordanian public
sector.
Table 5 Simple regression analysis between of infrastructure and improvement of employee
job performance

Independent variable (R) (R2) Beta Value of (T) Sig

a
Infrastructure .560 .311 .560 12.356 .000
a
Note: The impact is significant at level (α ≤ 0.05).
The results show a statistically significant link between employee performance
improvement and infrastructure, with the t-value seen to be 12.356, providing a
probability value of 0.000, thus inferring that any value < 0.05 is significant.
Furthermore, the R2 value (31.1%) signifies the proportion percentage of variation for the
dependent variable (employee performance improvement) that may be attributed to
infrastructure, with the beta (β) coefficient value recognised as 0.560, which implies a
strong, positive link. This analysis highlights that the second sub-hypothesis, H0.1.2, as
needing to be rejected, although the alternative hypothesis may be validated.
444 S. Nawafleh

H01.3 Automated business process reengineering factors are not seen to have any
statistically significant (α ≤ 0.05) influence in terms of employee job performance
in the context of the Jordanian public sector.
Table 6 Simple regression analysis between of automated business process reengineering and
improvement of employee job performance

Independent variable (R) (R2) Beta Value of (T) Sig

a
Automated business .379 .141 .379 7.506 .000
process
reengineering

Note: aThe impact is significant at level (α ≤ 0.05).

The results show a statistically significant link between employee performance
improvement and automated business process reengineering, with the t-value seen to be
7.506, providing a probability value of 0.000. Furthermore, the R2 value (14.1%) signifies
the proportion percentage of variation for employee performance improvement, identified
as the dependent variable, which may be attributed to the independent variable
(automated business process reengineering), with the beta (β) coefficient value
recognised as 0.379, which therefore suggests a strong, positive link between the factors.
This specific analysis highlights that third sub-hypothesis, H0.1.3 as needing to be rejected,
although the alternative hypothesis may be validated.
H01.4 Organisational culture factors are not seen to have any statistically significant
(α ≤ 0.05) effect in terms of employee job performance in the context of the
Jordanian public sector.
Table 7 Simple regression analysis between of organisational culture and improvement of
employee job performance

Independent variable (R) (R2) Beta Value of (T) Sig

a
Organisational .534 .283 .534 11.552 .000
culture
Note: aThe impact is significant at level (α ≤ 0.05).
The results show a statistically significant link between employee performance
improvement and organisational culture, with the t-value seen to be 11.552, providing a
probability value of 0.000. Furthermore, the R2 value (28.3%) signifies the proportion
percentage of variation for employee performance improvement, identified as the
dependent variable, which may be attributed to organisational culture, identified as the
independent variable, with the beta (β) coefficient value recognised as 0.534, which
therefore suggests a strong, positive link. This specific analysis highlights the fourth
sub-hypothesis H0.1.4, as needing to be rejected, whilst the alternative hypothesis may be
validated.

2.1.3 Testing the second main hypothesis

H02 The dimensions of e-management, in combination, are not seen to have any
statistically significant (α ≤ 0.05) influence in terms of enhanced employee job
performance in the context of the Jordanian public sector.
 The impact of e-management on employee job performance 445

In order to carry out the second null hypothesis’s testing, a simple linear regression
analysis was carried out.
Table 8 Simple regression analysis between of factors of e-management combined and
improvement of employee job performance

Independent variable (R) (R2) Beta Value of (T) Sig

a
Factors of .630 .395 .630 14.835 .000
e-management
combined
Note: aThe impact is significant at level (α ≤ 0.05).
The results highlight a statistically significant link between employee performance
improvement and e-management factors, in combination, with a t-value seen to be 14.835
and a probability value equating to 0.000. Furthermore, the R2 value (39.5%) signifies the
proportion percentage of variation for employee performance improvement, identified as
the dependent variable, which may be attributed to the e-management factors in
combination. The degree to which e-management factors are seen to impact
enhancements in employee performance can be seen through the calculation of the beta
(β) coefficient, which is recognised as 0.630, which therefore suggests a strong, positive
link. This specific analysis highlights the second null hypothesis needing to be rejected,
H0.2, whereas the alternative hypothesis may be validated.

2.1.4 Testing the four sub-second hypotheses

H02.1 The factors of e-management, in combination, are not seen to have any
statistically significant influence (α ≤ 0.05) in terms of enhanced employee job
performance across core task performance in the context of the Jordanian public
sector.
Table 9 Simple regression analysis between of factors of e-management combined and core
task performance of employee job performance

Independent variable (R) (R2) Beta Value of (T) Sig

a
Factors of .496 .244 .496 10.459 .000
e-management
combined
Note: aThe impact is significant at level (α ≤ 0.05).
The results highlight a statistically significant link between e-management factors and
employee job performance enhancement in terms of core task performance, with a t-value
seen to be 10.459 and a probability value equating to 0.000. Furthermore, the R2 value
(24.4%) signifies the proportion percentage of variation for employee job performance
enhancement, which could be seen to be owing to the combined e-management factors.
Moreover, the beta (β) coefficient value, which is recognised as 0.496, therefore suggests
a strong, positive link. This specific analysis highlights that the first sub-hypothesis,
H0.2.1, should be rejected, whereas the alternative hypothesis may be validated.
H02.2 The factors of e-management, in combination, are not seen to have any
statistically significant influence (α ≤ 0.05) in terms of enhanced employee job
performance across creativity in the context of the Jordanian public sector.
446 S. Nawafleh

Table 10 Simple regression analysis between of factors of e-management combined and

creativity of employee job performance

Independent variable (R) (R2) Beta Value of (T) Sig

a
Factors of .514 .262 .514 10.975 .000
e-management
combined

Note: aThe impact is significant at level (α ≤ 0.05).

The results highlight a statistically significant link between e-management factors, in
combination, and employee job performance enhancement in regards creativity, with a
t-value seen to be 10.975 and a probability value equating to 0.000. Furthermore, the
R2 value (26.2%) is seen to signify the proportion percentage of variation for employee
job performance enhancement, which could be seen to be owing to the e-management
factors, in combination. Moreover, the beta (β) coefficient value, which is recognised as
0.514 for employee job performance enhancement in regards creativity, therefore
suggests a strong, positive link. This particular analysis recognises the second
sub-hypothesis, H0.2.2, as needing to be rejected, whereas the alternative hypothesis may
be validated.
H02.3 The factors of e-management, in combination, are not seen to have any
statistically significant influence (α ≤ 0.05) in terms of enhanced employee job
performance in regards performance in training programs in the context of the
Jordanian public sector.
Table 11 Simple regression analysis between of factors of e-management combined and
performance in training programs of employee job performance

Independent variable (R) (R2) Beta Value of (T) Sig

a
Factors of .526 .275 .526 11.334 .000
e-management
combined
Note: aThe impact is significant at level (α ≤ 0.05).
The results identify a statistically significant link between e-management factors, in
combination, and employee job performance enhancement in regards performance in
training programs, with a t-value seen to be 11.334 and a probability value equating to
0.000. Furthermore, the R2 value (27.5%) is seen to signify the proportion percentage of
variation for employee job performance, which may be as a result of the e-management
factors, in combination. Moreover, the beta (β) coefficient value is calculated as being
0.526 for employee job performance enhancement in regards performance in training
programs, which accordingly suggests a strong, positive link. This particular analysis
therefore recognises the third sub-hypothesis, H0.2.3, as needing to be rejected, whereas
the alternative hypothesis may be validated.
H02.4 The factors of e-management, in combination, are not seen to have any statistically
significant influence (α ≤ 0.05) in terms of enhancing employee job performance
in regards organisational citizenship behaviour in the context of the Jordanian
public sector.
 The impact of e-management on employee job performance 447

Table 12 Simple regression analysis between of factors of e-management combined and

organisational citizenship behaviour of employee job performance

Independent variable (R) (R2) Beta Value of (T) Sig

a
Factors of .573 .326 .573 12.790 .000
e-management
combined
Note: aThe impact is significant at level (α ≤ 0.05).
The results identify a statistically significant link between e-management factors, in
combination, and employee job performance enhancement in regards organisational
citizenship behaviour, with a t-value seen to be 12.790 and a probability value equating to
0.000. Furthermore, the R2 value (32.6%) is seen to signify the proportion percentage of
variation for employee job performance enhancement, which may be as a result of the
e-management factors, in combination. Moreover, the beta (β) coefficient value is 0.573,
which therefore suggests a strong, positive link. This particular analysis highlights the
fourth sub-hypothesis, H0.2.4, as needing to be rejected, whilst the alternative hypothesis
may be validated.
These results are recognised as supporting various works reviewed in the
e-management domain, including those carried out by Zhang and Venkatesh (2013),
Sykes et al. (2014) and Kuegler et al. (2015), all of which emphasise e-management as
showing a strong link when adjoined with employee performance enhancements across
service firms. Despite there being inadequate volumes of research analysing such a
correlation, it remains that the link between different employee and organisational
performance improvement aspects have been considered in relation to e-management, as
seen in various studies (Brynjolfsson and Hitt, 2000; Gilchrist et al., 2001; Mairesse
et al., 2001; Gibbs et al., 2003; Mas, 2005; Vilaseca-Requena et al., 2007; Manochehri
et al., 2012; Sabbagh et al., 2012; Torrent-Sellens and Díaz-Chao, 2014). Notably, all of
these works have acknowledged the value associated with the different elements making
up e-government adoption. Moreover, such factors are seen to place emphasis on the
various aspects of infrastructure, data flow, automated business process reengineering,
and business culture, with all of these identified as impacting employee job performance
enhancement through the JCM framework, as considered in the literature. It is valuable to
recognise that the different hypotheses detailed in this report have been supported by
other scholars (Zhang and Venkatesh, 2013; Sykes et al., 2014; Sykes, 2015; Kuegler et
al., 2015).

3 Conclusions and recommendations

This study has identified statistically significant correlations (α ≤ 0.05) in regards both
individual and e-management factors in combination, alongside the enhancement of job
performance. These correlations highlight the positive effect achieved through data flow,
automated business process reengineering, infrastructure and organisational culture in
enhanced employee performance (α ≤ 0.05), which clearly recognises e-management
factors as being of important when seeking to enhance employee performance in the
Jordanian public sectors context.
448 S. Nawafleh

Moreover, this work provides a sound foundation from which other works may be
conducted in an effort to improve development in e-management initiatives with the goal
of enhancing performance amongst staff. When considering this work as being the first of
its kind, there remain a number of areas for further work, with this study’s findings
warranting more in-depth exploration, verification and validation through further
analysis.
It would be beneficial to use different approaches with the aim of gathering and
organising other data in an effort to provide generalisability. Notably, this work is seen to
offer contributions and therefore able to encourage further works in the field; as a result,
recommendations and insights could be implemented across public firms and
organisations in Jordan. Regardless, however, the emphasis placed on three government
institutions in this work remains a limitation, and so has not been able to represent all
public sector entities. Accordingly, this provides an avenue for other work.

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