The Impact of Administrative Digital Transformation on the Relationship Between Human Resources’ Job Satisfaction and the Quality of Marketing Services Provided to Customers: An Analytical Theoretical Study in Libya

Abstract

This study examines the relationship between administrative digital transformation and employee job satisfaction, and its impact on the quality of marketing and electronic services provided to customers in the Libyan context. The study is based on the theoretical premise that digital transformation is not merely the introduction of technology into administrative procedures, but rather a comprehensive re-engineering of work mechanisms, information flows, employee behavior, and the nature of interaction with the end user. In environments that still suffer from disparities in digital infrastructure, variations in human readiness, and governance and institutional challenges, such as Libya, understanding this relationship becomes more important than simply measuring it as a set of isolated variables. The study employs a theoretical and analytical approach, reviewing relevant international literature, with particular reference to official Libyan sources and Libyan studies published in universities and scientific journals. The study concludes that administrative digital transformation can increase job satisfaction when managed as an enabling system rather than a control tool, and when it is coupled with training, internal communication, streamlined procedures, the availability of technical support, and organizational fairness. Furthermore, increased job satisfaction directly and indirectly impacts service consistency, speed, reliability, responsiveness, and customer-centricity, along with platform efficiency, service fulfillment, system availability, and privacy. These dimensions combine the classic SERVQUAL model with the E-S-QUAL model, which is adapted to the digital environment. In the Libyan context, national documents indicate a clear official trend toward government digital transformation. However, its practical effectiveness remains contingent on addressing weak infrastructure, the significant need for digital capacity building, developing legal frameworks, and strengthening partnerships with the private sector and universities. The study recommends developing a phased Libyan model for administrative digital transformation that connects the employee, the digital system, the service, and the customer, ensuring sustainability and enhancing marketing quality.