A. Digital Transformation of PMSs

N

Min

Max

Mean

St.d

1.

We aspire to digitalize everything that can be digitalized within our organization.

170

1

5

3.33

0.766

2.

Digitality is a natural part of our business.

170

1

5

3.19

0.871

3.

Our business operations are transitioning to utilize digital technologies.

170

1

5

4.06

0.813

B. Drivers of Digital PMSs

Digital capabilities that force toward Digitalization of PMS

Managerial capabilities

4.

Our company’s management is familiar with digital tools.

170

1

5

4.21

0.713

5.

Our company’s management has a clear vision for utilizing digitality in the future.

170

1

5

4.37

0.671

6.

Our company’s management supports the utilization of digitality in our company.

170

1

5

3.94

0.826

Operational capabilities

7.

Utilizing digitality has become an important part of our business.

170

1

5

3.87

1.106

8.

Digitality enhances our streamlined operation, internal efficiency, and process management.

170

1

5

4.25

0.763

Employee-related capabilities that force toward Digitalization of PMS

Employee capabilities

9.

Digital skills development is supported and promoted in our company.

170

1

5

4.49

0.961

10.

Our employees are well trained in digital tools usage.

170

1

5

4.18

0.921

11.

Our employees easily accept the digitalization of the operating environment.

170

1

5

4.56

0.745

Innovation capabilities

12.

Digitality enables innovations and new ideas in our company.

170

1

5

4.14

0.786

13.

Digitality forces us to develop new solutions with constructive feedback.

170

1

5

3.76

0.956

14.

Digitality helps to produce improved competency.

170

1

5

3.91

0.911

C. Values offered by Digital PMS

15.

The Digital PMS ensures clear communication of expectations and standards, which can positively affect the employee’s performance.

170

1

5

3.23

1.235

16.

A Digital Performance management system (DPMS) gives the option to communicate with supervisors and the independence to select how to perform the work.

170

1

5

3.91

1.112

17.

The Digital PMS lets workers have a hand in deciding how they will be evaluated by management.

170

1

5

3.87

0.873

18.

The Digital PMS guarantees that the evaluations of the needs and challenges of work accurately reflect reality.

170

1

5

3.62

0.915

19.

The Digital PMS enables the impartiality of the evaluators.

170

1

5

3.47

0.843

20.

The Digital PMS allows employees to dispute unfair or erroneous appraisals, which may influence morale.

170

1

5

4.65

0.781

21.

Digital PMS is incapable of considering personal ties.

170

1

5

4.38

0.753

22.

Digital performance management systems affect the emotional intelligence of employees.

170

1

5

4.51

0.869

23.

The Digital PMS enhances the rater’s objectivity and precision.

170

1

5

4.21

0.917

24.

The Digital PMS facilitates rapid evaluation and feedback.

170

1

5

3.62

0.819

Distinctive value offered by Digital PMS that leads to Competitive Advantages:

25.

Digital PMSs cut expenses by revealing performance issues immediately and decreasing wasteful practices.

170

1

5

3.78

0.719

26.

Digital PMS eliminates documentation and saves time.

170

1

5

3.39

0.937

27.

The Digital PMS enables more accurate calculation of performance indexing

170

1

5

4.58

0.951

28.

The Digital PMS blends performance evaluation with skill development to boost employee innovation.

170

1

5

4.21

0.719

29.

DPMSs increase productivity Rate by providing on-time feedback.

170

1

5

4.59

0.823

30.

Digital PMSs reduce personnel turnover and recruiting trouble.

170

1

5

3.78

0.943

31.

Digital PMSs make companies more competitive both internally and externally.

170

1

5

3.33

0.817

32.

Modern cloud-based PMSs attract a wider variety of skilled people.

170

1

5

3.19

0.735