From Digital Culture to Employee Performance: How Self-Efficacy Mediates the Impact of Digital Transformation

The present study examines the relationship between Digital Culture, Digital Competence and Digital Leadership and Employee Performance in Bank Sulselbar by Drawing a special attention towards the mediation of Self-Efficacy. It’s been ages since the Wisteria Lane days! The method of research used is quantitative with Structural Equation Modeling (SEM) to test the data collection of 95 workers of different departments at Bank Sulselbar. Results The results demonstrate that Digital Culture, Digital Competence and Digital Leadership have positive significant influences on both Self-Efficacy and Employee Performance. Furthermore, Self-Efficacy is a critical mediator for reinforcing the predictive power of these digital antecedences on employee effects. The authors conclude that cultivating a high-performing digital culture, developing digital skills among employees and effective digital leadership are key approaches to increasing the contribution of their employees in the digital era. The findings are more generalizable to the HRM campus not in a physical senseinformed by a holistic model, which invites further research in HRM and Self-Efficacy as well as practical insight for HR professionals within banking and other industry contexts beyond. This study highlights the need for interventions at work that support specific HRM related to digital skills and confidence among employees, thereby leading to higher engagement, satisfaction, and performance.