AI Usage and Employee Performance: The Dual Roles of AI Self-Efficacy and AI-Enabled HRM
TL;DR
The results indicate that AI self-efficacy and digital HRM practices function as significant positive mediators, facilitating the conversion of AI adoption into enhanced work performance and innovation outcomes.
Abstract
In the context of accelerating artificial intelligence (AI) development, this study explores how AI Usage contributes to employee job performance and innovation performance by activating cognitive and HR system–level mechanisms. Adopting an integrative individual–organizational perspective, this study examines the mediating roles of AI self-efficacy and digital human resource management (HRM) practices in translating AI adoption into employee performance outcomes. Survey data were collected from firms located in major Chinese cities (Beijing, Shenzhen, Xi’an, and Zhengzhou), resulting in 750 valid responses for analysis. The results indicate that AI self-efficacy and digital HRM practices function as significant positive mediators, facilitating the conversion of AI adoption into enhanced work performance and innovation outcomes. Theoretically, this study advances knowledge management studies by highlighting the complementary roles of individual cognitive beliefs and HR systems in enabling AI-driven learning and capability development. Practically, the findings suggest that organizations should embed AI technologies in HR systems that foster learning, knowledge utilization, and continuous innovation.