The aim is to understand and answer the following question: How do employees' attitudes and perceptions of artificial intelligence (AI) influence their performance in a dynamic, tech-driven environment?
Focusing on Jordan's evolving information technology (IT) sector, we surveyed 290 professionals working in companies that have already embraced AI. Using structural equation modeling, the interplay between four key factors – attitude towards using AI, perceived ease of use, perceived usefulness and perceived enjoyment – and their impact on employee performance were analyzed.
All four factors significantly and positively influence performance. However, an importance-performance map analysis revealed an insight: While employees generally enjoy using AI, their attitudes and beliefs about its usefulness lag behind, signaling a potential gap between technology implementation and employee engagement.
Companies are encouraged to cultivate positive attitudes, demonstrate practical usefulness, ensure ease of use and foster a sense of enjoyment in AI interactions. Policymakers, too, have a role in creating a supportive ecosystem for AI skills development and ethical implementation.
The results show that focused AI upskilling and enabling workplace behaviors can empower workforce preparedness and minimize the possibility of AI investments failing to result in better employee performance. Also, the findings reinforce policy interventions to increase the availability of AI education and strengthen responsible use by establishing clear ethics and data governing rules to empower more people to enjoy the benefits of digital transformation.
The study adds to the body of literature on AI adoption in a non-Western context, which is usually less investigated. The IT sector is a cornerstone for any country (including Jordan) since it drives innovation and employment.
The diagram shows the title “Employee Performance” centered at the top. Below it, a dashed triangular outline is formed with three sides, forming a vertex at the top. Along the left slanted dashed side of the triangle, the label “A T A I” appears with a dashed arrow pointing toward the triangle. Below it on the same side, the label “P E” appears with another dashed arrow pointing toward the triangle. Along the right slanted dashed side, the label “P U” appears with a dashed arrow pointing inward, and below it, the label “P E O U” appears with another dashed arrow pointing toward the triangle. At the base of the triangle, a thick horizontal black line extends across the diagram. From this line, a thick irregular polygon extends downward, forming a multi-sided shape with several angled edges and a pointed bottom center. On the left side of the diagram, the text “Technology Acceptance Model” is written vertically. On the right side, the text “Theory of Reasoned Action” is written vertically.The diagram shows the title “Employee Performance” centered at the top. Below it, a dashed triangular outline is formed with three sides, forming a vertex at the top. Along the left slanted dashed side of the triangle, the label “A T A I” appears with a dashed arrow pointing toward the triangle. Below it on the same side, the label “P E” appears with another dashed arrow pointing toward the triangle. Along the right slanted dashed side, the label “P U” appears with a dashed arrow pointing inward, and below it, the label “P E O U” appears with another dashed arrow pointing toward the triangle. At the base of the triangle, a thick horizontal black line extends across the diagram. From this line, a thick irregular polygon extends downward, forming a multi-sided shape with several angled edges and a pointed bottom center. On the left side of the diagram, the text “Technology Acceptance Model” is written vertically. On the right side, the text “Theory of Reasoned Action” is written vertically.
