AI Usage and Employees’ Perceived Performance: The Role of Autonomy and Job Pressure
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The aim of this study is to examine the relationship between employees’ use of Artificial Intelligence (AI) and their perceived performance within an organizational context. Based on the Job Demands–Resources (JD–R) theory framework, this paper analyzes the role of autonomy as a job resource and job pressure as a job demand in the relationship between AI usage and performance. The construct of artificial intelligence is relatively new in the field of organizational psychology, and its investigation is highly relevant, as existing research indicates a substantial impact on the performance of the employees.
Using an online survey method, the study involved 178 participants employed in different sectors and positions. The findings revealed that the use of artificial intelligence does not have a direct effect on the performance of the employees. Instead, AI usage is indirectly related to the performance through autonomy: the use of AI increases employees’ authority to act independently, which in turn improves perceived performance. Additionally, it was confirmed that high levels of job pressure strengthen the relationship between AI use and performance. Specifically, under conditions of high workload, technology becomes a more effective resource for improving performance. Thus, the paper emphasizes that the implementation of artificial intelligence does not automatically lead to increased efficiency; rather, it depends on work-related factors. From a practical perspective, organizations should focus on job design - particularly on increasing employee autonomy—to transform AI technology into an effective job resource.
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