Human–AI Collaboration and Innovative Work Behavior: Examining the Mediating Role of Job Satisfaction
TL;DR
The findings of this study could help bank executives, human resource managers, and policymakers understand the importance of human-focused implementation of AI, ongoing AI skill-building, and favorable organizational practices that boost employee satisfaction and innovation.
Abstract
This study aims to explore the impact of Human–AI Collaboration on the Innovation Behavior of employees in the banking sector, focusing on the mediation effect of Job Satisfaction and the moderation effect of AI Self-Efficacy. The study draws its concept of Human–AI Collaboration from the Job Demands–Resources (JD–R) Theory, which considers HACC as a strategic organizational resource that can boost employees' motivation and innovative performance. Quantitative, Cross Sectional. A quantitative, cross-sectional research design was used. Structured questionnaires were used to gather data on 384 employees of commercial banks who have experienced the use of AI in their work. To ensure the respondents had the relevant work experience with AI, purposive sampling was used and explore the direct, mediating, and moderating relationships, the proposed conceptual model was analyzed using the Partial Least Squares Structural Equation Modeling (PLS-SEM) technique by SmartPLS 4. The results show that Human–AI Collaboration has a significant positive impact on Job Satisfaction and Innovation Behavior. Job Satisfaction positively impacts Innovation Behavior and partially mediates the link between Human–AI Collaboration and Innovation Behavior, suggesting that a collaborative environment with AI can foster innovation by enhancing employee work satisfaction. The findings of this study could help bank executives, human resource managers, and policymakers understand the importance of human-focused implementation of AI, ongoing AI skill-building, and favorable organizational practices that boost employee satisfaction and innovation. To truly unlock the strategic benefits of Human–AI Collaboration, organizations must include investment in employee capability development within their AI investments. This study adds to the growing increasingly relevant literature on Human–AI Collaboration by combining technological and psychological aspects in one framework. It expands on the JD–R Theory by clarifying the strategic role of Human–AI Collaboration as a job resource that fosters innovation by Job Satisfaction, and shows the contingent role of AI Self-Efficacy in AI-enabled workplaces.