International Journal of Humanities Social Sciences and Education (IJHSSE)
Volume 10, Issue 9, September 2023, PP 118-126
ISSN 2349-0373 (Print) & ISSN 2349-0381 (Online)
https://doi.org/10.20431/2349-0381.1009013
www.arcjournals.org
Assessing the Impact of Digital Transformation on Employee
Performance in the Public Sector: A Case Study of Zambia’s
Ministry of Health Headquarters (2017-2022)
Annie Milukutu, Musole Siachisa*
Department of Political and Administrative Studies. Mulungushi University, Zambia
*Corresponding Author: Musole Siachisa, Department of Political and Administrative Studies.
Mulungushi University, Zambia
Abstract: Public sectors worldwide have faced a performance crisis, with public employees being
stereotyped as lethargic and bureaucratic and public agencies being seen as large, wasteful and inefficient.
This has increased the demand for efficiency, leading to the adoption of Digital Transformation (DT)
approaches from outside the public sector. DT is considered a path to efficiency, fostering innovation,
inclusivity, and sustainable growth. However, human effort and accumulated knowledge drive the use of
digital tools for organisations and nations to adapt to change. This paper aims to assess the impact of DT on
employee performance in Zambia’s Ministry of Health Headquarters by establishing whether key
technologies in DT have been implemented at the Ministry, their effect on employee performance and
subsequent constraints and challenges. The study used a mixed-method approach; quantitative data were
collected from 41 employees using questionnaires and qualitative data were collected from two key
informants (managers) using interview guides. Quantitative data were analysed using Statistical Package for
Social Sciences (SPSS) software and qualitative data were analysed using content analysis. The study findings
revealed that the key technologies were implemented in the Ministry though in phases as the process was still
underway. The digital tools implemented positively influenced employee performance in terms of tasks,
adaptability and contextual but there were challenges and constraints such as connectivity issues, limited
access to digital tools in isolated cases, inadequate resources and training. Hence the recommendation that
since digital tools positively impact employee performance, there is need for government to provide the
necessary tools, skills, resources, stable connectivity and training of employees in using digital tools.
Keywords: Digital Transformation, Employee, Task Performance, Adaptive Performance, Contextual
Performance, Key Technologies.
1. INTRODUCTION
Digital Transformation (DT) is a top priority for many governments due to its potential for increased
transparency, faster and more accessible services, reduced corruption, and improved efficiency in the
public sector. Porrura et al., (2021), refers to it as a shift in institutional culture and organisational
practices that leverages Information Communication Technologies (ICTs) to meet the needs of
citizens and businesses efficiently, transparently and securely. From a global perspective since 1960s,
scholars of human resource management have argued that, the public sector‟s image has steadily
declined due to a performance crisis. Public employees are stereotyped as lethargic and bureaucratic
while public agencies are seen as large, wasteful and inefficient,(Osborne and Gaebler, 1992).The
poor performance problem increased the demand for efficiency and consequently, Digital
Transformation (DT) approaches outside the public sector which allow for changes in the way public
administrations deliver their work is considered the path to efficiency, fostering innovation,
inclusivity and sustainable growth. According to Dilmegani et al., (2014), Governments worldwide
are convinced that Digital Government is the way forward for operational efficiency and employee
performance so as to attain improved services. Further, reports from the European Commission (2017)
have revealed that, governments are changing their operations to improve service delivery, efficiency,
transparency and citizen satisfaction through the use of digital tools. At continental level, the African
Union‟s “Digital Transformation Strategy for Africa 2020-2030” aims to use DT to drive growth,
reduce poverty and inequality and achieve sustainable development goals.
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Assessing the Impact of Digital Transformation on Employee Performance in the Public Sector: A Case
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A World Bank report on accelerating DT in Zambia shows that better access to digital technologies
can increase private sector productivity and improve public sector efficiency and accountability. To
this effect, Zambia‟s 7th and 8th National Development Plans include several DT strategies and a
Government Electronic Act is in place to support digital efforts. DT offers a solution to challenges
such as low productivity, socio-economic inequality and low trust in government but whilst this is
true, understanding employee performance is essential for organisational success as decisions are
based on individual performance (Sonnentage, Volmer & Spychala, 2008) leading to an
organisational success. Moreover, whilst DT improves public sector efficiency, it‟s important to
understand how employees perform in transforming the public sector‟s image as it is human effort and
attendant knowledge that promote the use of digital tools to enable organisations and nations to cope
with change. The fact that current studies, particularly in the Zambian context, have not adequately
incorporated employee related factors, there is need to look at DT and its impact on employee
performance. Therefore, the aim of this paper is to assess the impact of DT on employee performance
in Zambia‟s Ministry of Health Headquarters. The paper starts by examining the existing literature on
the relationship between Digital Transformation and employee performance, followed by an
explanation of the theoretical and conceptual frameworks that guide the research. Next, the research
methodology is presented, along with a discussion of DT implementation, its effects on employee
performance and subsequent constraints and challenges. The paper concludes with a summary of the
findings.
2. LITERATURE REVIEW
A number of scholars have conducted extensive research on the impact of Digital Transformation on
organisations‟ efficiency and effectiveness across the globe. According to the Gartner Survey (2021),
which surveyed over 2000 Chief Information Officers (CIOs), there was a growing need for
enterprises to embrace business composability in 2022. This means that businesses should focus on
creating flexible and adaptable structures that can quickly respond to changing market conditions and
customer needs. By doing so, enterprises can improve their overall performance and remain
competitive in the rapidly evolving business landscape. In a related study, Yunus and Waidi (2011)
believe that acquisition of latest technology will improve operating practices and the quality and
quantity of goods and services. Even though there are lessons learnt from the survey, its focus was on
business outcomes as opposed to employee performance.
In a study by Srinivas and Werner (2017) on Digital Transformation (DT) and value creation, it was
established that DT changes the nature of employment and physical lifestyles. It was observed that
DT allows for more flexibility in terms of time and place for work and individuals have greater work
participation opportunities. The study further revealed that DT has the potential to bring value for
society at large, such as more efficient and effective public administration processes and services.
However, Srinivas and Werner argue that DT also presents challenges, such as privacy and data
protection. This study is worth noting as it relates to employee performance in correlation with DT
though not done in the Zambian context.
The Asian Productivity Organisation (APO) (2021) in its research project to highlight the current state
of digital government transformation across public services in APO member countries revealed that
the diffusion and adoption of information technology were changing citizens' and businesses'
expectations of governments' ability to deliver public services. Governments were moving toward an
open, bottom-up, agile, online and integrated operational framework to provide public services more
efficiently. The study also presented case studies of successful government-digitalisation initiatives
from India, Indonesia, Malaysia, the Republic of Korea, Philippines and Thailand. The case studies
present important findings that are of significance to this study with regards government digital
transformation. It was revealed that these initiatives have had a positive impact on public service
delivery, such as reducing leakages, costs and ensuring timely and transparent service delivery. The
study findings are of significance as they spur keen interest for a study to be conducted in the
Zambian context in order to understand what impact digital transformation has on employee
performance.
Fairoos et al., (2020) conducted a study on best technologies and key success factors in Zimbabwe
regarding a review on improving performance through digital transformation. Study findings were
that digital transformation can improve employee performance by reducing time spent on manual
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Assessing the Impact of Digital Transformation on Employee Performance in the Public Sector: A Case
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processes and increasing collaboration. Success factors are extracted through the application of digital
technologies and digital transformation can improve performance in various organisational areas,
including employee and financial performance and can benefit different sectors and industries such as
healthcare. Study findings are of great relevance and worth noting though not done in the Zambian
context.
Trenerry et al., (2021) in a Study on Preparing Workplaces for Digital Transformation distilled the
important factors in digital transformation at three levels: individual, group and organisational.
Findings are worth noting as they revealed that organisations need to embrace digital technologies and
transform in order to remain competitive and survive but employees are a crucial part of the digital
transformation process‟s success. In an International Journal of Data and Network Science (2020),
Carla et al., did a study to analyse the impact of digital transformation on the individual job
performance of insurance companies in Peru. The study revealed that customer service experience
based on digital transformation has a significant influence on the dimensions of task performance and
contextual performance as well as a negative implication on the counterproductive behaviour
dimension. Findings are significant but further research was recommended on the impact of digital
transformation and individual job performance.
A study by Shinta et al., (2020) on Digital Transformation in the Indonesian Banking Industry
revealed that companies that implement an integrated digital transformation strategy, enhance the
performance and increase the possibility of a sustainable long term business. Similarly, Goswami and
Yogesh (2019) examined employee‟s perception toward digital transformation and how it influences
their level of engagement towards the organisation. The findings were that positive perception on
digital transformation increases the level of employee‟s engagement. A related study by Norazlan et
al., (2019) in the MJBE Malaysian Journal of Business and Economics on the Effect of Technological
Changes on Employees‟ Work Performance revealed that technological changes are important in
improving performance as well as increasing productivity of the employees. The study concluded that
there are dimensions that have strong relationships with work performance. A number of initiatives
were cardinal to help employees accept technological changes as well as constant training to ensure
every employee is able to utilise the current technologies so as to achieve both individual work
performance and organisational success. These studies are worth noting as they show the importance
of employee performance in any process of digital transformation.
Chipeta and Ngoyi, (2018) conducted a case study in Zambia on the review of e-government
development in Africa. The study revealed that E-government brings out many benefits to support
delivery of public services through the use of the internet. They observed that successful adoption of
e-government enhances open government data which is an important aspect in promoting
transparency, accountability, openness, efficiency and trust in the civil service. This study is worth
noting as it brings out the importance of e-government and its attendant benefits. Malamboin 2022
conducted a study to analyse the challenges of Stanbic Bank Zambia‟s digital innovation services on
customer satisfaction. The study concludes that despite challenges that customers had, the majority of
respondents were able to access banking services using online banking platforms. The study
recommended that to have faster processes in digital banking, there was a need for Stanbic bank to
invest more in robust reliable systems to reduce incidents of failed transactions on all digital banking
platforms. A notable recommendation though done in the private sector was that there was need for
the banks to facilitate ICT skills so that technology could be embraced.
Zambia‟s Digital Economy Diagnostic Report on Accelerating Digital Transformation in Zambia
(2020) is worth noting as it reveals that even though the country had made progress in digital
infrastructure, financial services and platforms, there were still gaps in digital skills and
entrepreneurship. This implies employee performance plays a crucial part in the digital transformation
process. Government digital transformation requires digital specialists to carry it out and civil servants
who are capable of properly implementing the new technologies but Porrúa et al., (2021) highlights
that their alignment is not automatic and thus it calls for new human capital management policies and
processes. Most governments have recognised the need to strengthen civil servants‟ information and
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Assessing the Impact of Digital Transformation on Employee Performance in the Public Sector: A Case
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communication technology (ICT) capacities but they have not examined the relationship between
employees‟ performance and digital transformation in depth. Thus while the study findings are
significant to this study, there is limited information on how individual employees are performing in
their tasks using digital tools, despite significant academic attention on how digital technology is
disrupting job tasks and occupations. This highlights the need for further research to understand the
impact of digital technology on employee performance.
3. THEORETICAL FRAMEWORK
The paper is guided by the assumptions of Fountain technology enactment framework, Digital Era
Governance approach and Individual Work Performance Questionnaire, (Fountain, 2004, Dunleavy et
al., 2006 and Koopmans et al., 2016). The frameworks helped the study to derive elements key to
employee performance in a dynamic environment due to digital transformation. Only major
technologies were considered which according to Jean (2018) affect employee and organisational
performance in the context of digital transformation. Thus; Internet of Things (IoT) which connects
physical devices over the internet. Data analytics transforms insights into actions. Cloud computing
delivers hosted services over the internet in three categories: Infrastructure as a Service (IaaS),
Platform as a Service (PaaS), and Software as a Service (SaaS). Artificial Intelligence (AI) brings
human-like capabilities to machines (Ulrike et al., 2018).
The Fountain approach discusses the impact of technologies on organisations through an institutional
perspective. The author differentiates between objective and enacted technologies. Objective
technology incorporates innovations such as the internet while enacted technology entails the use,
design and perception of those technologies by individuals within the organisation. The perception
and usage of technology is constrained by institutional arrangements, but enacted technology also
influences the organisation. The role of technology therefore differs and is dependent on the
organisation and what individuals within the organisation make out of it.
The Digital Era Governance approach is an assumption that under the influence of the new public
management paradigm, technological change enables change in public sector organisations in several
ways. Technology per se does not change organisations, rather the way organisations work and their
use of technologies changes work practices. They take a holistic approach to the study of
technological change considering its impact on organisations, cultures, information management and
government services.
The Individual Work Performance Questionnaire considers four dimensions of performance: Task,
Adaptive, Contextual, and Counterproductive. This study focuses on the first three dimensions in
relation to key technologies in Digital Transformation. Task performance refers to the proficiency
with which central job tasks are performed, including behaviours that contribute to the production of
goods or services. Contextual performance refers to behaviours that support the organization‟s
environment and the social and psychological aspects of work. Adaptive performance refers to an
individual employee‟s ability to adapt and provide necessary support in a changing work
environment, such as Digital Transformation. It encompasses flexible work behaviours such as
generating new ideas, adjusting goals and plans, learning new tasks and technologies, being flexible
and open-minded, understanding other groups or cultures, showing resilience, remaining calm,
analysing quickly and acting appropriately.
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Assessing the Impact of Digital Transformation on Employee Performance in the Public Sector: A Case
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4. CONCEPTUAL FRAMEWORK
Author’s Own: 2023
5. RESEARCH METHODOLOGY
The study was conducted at Ministry of Health Headquarters, Lusaka Province in Zambia. The
research is both qualitative and quantitative in nature. Qualitative research aims to gather in-depth
information about a topic under investigation, while quantitative research collects numerical data to
explain a phenomenon across groups.
The case study strategy was used. This involves a detailed investigation of a particular social unit. The
researcher used interview guides and questionnaires to gather data. The study used a combination of
closed and open ended questions in order to get a broader view on the subject under assessment.
Questionnaires were administered both manually and online to employees whose job descriptions
encompass the use of digital tools while interviews were administered manually to two key
informants in management. Quantitative data was analysed using the Statistical Package for the Social
Sciences (SPSS), generating both descriptive and inferential statistics. Descriptive statistics describe
the basic features of the data, while inferential statistics allow for conclusions to be drawn beyond the
immediate data. Qualitative data was analysed using content analysis, which involved grouping
information into themes.
With regards to research ethics, the researchers sought approval from Mulungushi University and the
Public Service Management Division (PSMD) before conducting the study. The PSMD is the
governing body for public service in Zambia. Consent was obtained from the respondents and they
were assured that their identities would be kept confidential by filling out the questionnaires
anonymously, even online. Participants were also given the freedom to withdraw from the study at
any time without penalty if they felt uncomfortable with the process.
6. IMPLEMENTATION OF DIGITAL TRANSFORMATION
6.1. Technologies in Place
The study established that the Ministry of Health had embarked on a Digital Transformation (DT)
process since 2008 as mentioned by the key informants. With regards to the four key technologies,
namely, Artificial Intelligence (AI), Internet of Things (IoT), Cloud Computing, and Data Analytics,
all these key technologies have been implemented in phases as the process was ongoing. It was also
observed that the ministry had developed data warehouses and increased analytics of data. During the
time of the study, the ministry was using machine learning towards the attainment of AI. The ministry
had been applying AI concepts on data to improve medical diagnosis, manage healthcare data, track
and trace drugs and transform patient experiences. This was aimed at reducing mortality through
disease detection and improved patient outcomes.
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Assessing the Impact of Digital Transformation on Employee Performance in the Public Sector: A Case
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With regards to Cloud Computing, the Ministry of Health has implemented electronic health record
systems through the Zambia National Data Centre. In terms of the Internet of Things (IoT), the
ministry has introduced Telemedicine Innovations, which allow patients to reach doctors outside
traditional health facilities, thereby reducing costly visits to sit down with providers. Furthermore,
through online computer networks, the electronic health record system and logistics system, including
lab systems, were connected to transmit data to the national data warehouse for analytics at the
program level.
The study revealed that the ministry also had a data analytics process that was regulated under the
Data Protection Act (2021), under which the Data Protection Commissioner guided on the effective
use and protection of personal data by regulating the collection, use, transmission, and storage of data.
Employees operating outside the base could be reached through tools like Google Drive to share
documents regardless of their location, as well as through virtual platforms like Microsoft Teams and
Skype for Business. The ministry‟s cloud infrastructure is housed through the Zambia National Data
Centre. Devices such as ambulances were connected over the internet.
Further, the study established that the Human Resource Department had implemented an Integrated
Human Resource Information System (IHRIS) that was used to collect employee information from
physical files. All relevant information on employees was uploaded online and could be accessed by
authorised personnel. This initiative had been rolled out to all ministry facilities but was yet to be
fully operationalized. Information on employees could be retrieved using internet platforms outside
the office base. The study findings on the implementation of key technologies were consistent with
Zambia‟s Digital Economy Diagnostic Report on Accelerating Digital Transformation in Zambia
(2020). The report revealed that Zambia had made progress in digital infrastructure, financial services
and platforms but there were still gaps in digital skills and entrepreneurship.
According to statistics, majority of respondents indicated that the implementation of the key
technologies helped to enhance efficiency and effectiveness in terms of performing their job tasks.
The findings were that after the inception of DT, there has been a significant improvement of about
70% in the way meetings were held, information was exchanged and stored, as well as other
administrative processes. Other areas include among other issues the accounts section where the use
of the Integrated Financial Management Information Systems (IFMIS) platform has enabled the
processing of payments and approvals to be done online. IFMIS has enhanced performance and also
reduced risks associated with manual tasks. In Human Resources, SMART Zambia has implemented
the electronic receipt of pay slips, which has improved the time in which employees receive their pay
slips and helped to cut down on operational costs. The Integrated Human Resource Information
System (IHRIS), though not yet fully operational, has helped to enhance the storage and retrieval of
information.
Study findings reveal some similarities with the findings presented in the case studies of successful
government-digitalisation initiatives from India, Indonesia, Malaysia, the Republic of Korea,
Philippines and Thailand where it was revealed that the initiatives had a positive impact on public
service delivery, such as reducing leakages, costs and ensuring timely and transparent service
delivery. In the study of Fairoos et al., (2020) in Zimbabwe, it was revealed that digital transformation
can improve employee performance by reducing time spent on manual processes and increasing
collaboration.
However, the study revealed that there was resistance to the use of digital tools because employees
had continued with traditional methods, hence the burden fell on the ICT department. Despite the
significant improvement in employee performance, the ministry faced challenges such as inadequate
capacity of some employees to utilise some of the digital platforms and internet connectivity issues in
some areas. With regards to constraints, the ability to analyse data was restrictive because some
employees lacked the drive.
6.2. Task Performance in Relation to Digital Tools
The research findings on Task Performance in Relation to Digital Tools from 41 respondents revealed
that majority (95%) of the respondents used digital tools to perform tasks. According to statistics,
82.9% of the respondents indicated that digital tools in place helped them to maintain a high standard
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Assessing the Impact of Digital Transformation on Employee Performance in the Public Sector: A Case
Study of Zambia’s Ministry of Health Headquarters (2017-2022)
of work in serving the community and to derive satisfaction in nurturing others in the organization.
The majority of the respondents indicated that digital tools helped them to carry out their tasks
efficiently. However, some respondents pointed out that there was a challenge in the use of digital
tools because some employees in workplaces resented the introduction of digital tools. The
resentment was, attributed to issues of time and experience with the said tools. There was a general
feeling that the level of exposure to the digital tools was not enough and as well as low or little
capacity building in the use of the digital tools. Other respondents cited access and equity of
distribution of the tools as challenges in using digital tools. They also indicated that computer
illiteracy was a barrier to the effective use of the tools.
6.3. Adaptive Performance in Relation to Digital Tools
The research findings on Adaptive Performance in Relation to Digital Tools revealed that out of the
41 participants, 92.7% were able to mobilise collective intelligence for effective teamwork, while
84.5% of the respondents were managing the digital transformation. 82.9% were able to effectively
handle teamwork at times in the face of DT. Out of the 41 respondents, 78.0% believed that DT can
lead to a visible solution in the organization at times, and 87.8% indicated that they were usually
comfortable with job flexibility in the face of DT. Notable challenges cited were that not all people
prefer to use digital tools and that digital transformation is not always handled well due to varying
levels of capability and ability to learn new skills among organisational staff, as well as a lack of
knowledge. Constraints cited were that to use DT, one need to use many dimensions such as data and
equipment, among other issues. Thus, with limited exposure to digital tools prior to taking up their
respective roles in the organization and limited opportunity to be thoroughly trained in utilizing digital
tools, there is a need for more training.
6.4. Contextual Performance in Relation to Digital Tools
The study findings on Contextual Performance in relation to the use of digital tools were that 82.9%
of respondents indicated that digital tools usually made it easy for them to extend help to co-workers
when asked or needed. They further indicated that digital tools usually made it easy for them to
handle extra responsibilities effectively and that it usually helps to extend sympathy and empathy to
co-workers when they were in trouble. They also indicated that digital tools helped to enhance group
discussions and work meetings.
However, 85.4% indicated that digital tools did not help to maintain good coordination among fellow
workers, while 2 out of 41 respondents indicated that sometimes digital tools helped to maintain good
coordination among fellow workers. 85.4% mentioned that digital tools usually helped to effectively
share knowledge and ideas among team members, while 80.5% of the respondents out of 41 indicated
that digital tools usually helped to enhance effective problem solving and decision making.
Constraints cited included digital devices not being readily available and sometimes being very
expensive to acquire. Challenges mentioned were computer illiteracy in some employees; hence there
was a need for training.
7. CONSTRAINTS AND CHALLENGES
The study established several challenges and constraints in the use of digital tools. Some of the
challenges include resistance from employees who had continued with traditional methods,
inadequate capacity of some employees to utilise some of the digital platforms, internet connectivity
issues in some areas and resentment towards the introduction of digital tools in workplaces. Other
challenges included access and equity of distribution of the tools, computer illiteracy as a barrier to
the effective use of the tools, not all people preferring to use digital tools, and digital devices not
being readily available or being very expensive to acquire.
Some of the constraints revealed by the study included the ability to analyse data being restrictive
because some employees lacked the drive, a low level of exposure to digital tools and little capacity
building in the use of digital tools. It was also observed that there were issues concerning the need to
use many dimensions such as data and equipment to use DT; computer illiteracy in some employees;
limited exposure to digital tools prior to taking up their respective roles in the organization and
limited opportunity to be thoroughly trained in utilising digital tools. These revelations are related to
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Assessing the Impact of Digital Transformation on Employee Performance in the Public Sector: A Case
Study of Zambia’s Ministry of Health Headquarters (2017-2022)
those in the study done by Srinivas and Werner (2017) which highlighted that while digital
transformation (DT) has the potential to bring value to society at large, such as more efficient and
effective public administration processes and services, it also presents challenges such as privacy and
data protection. Malambo (2022) noted the importance of adequate ICT skills in her study.
8. CONCLUSION
From the findings, it can be concluded that the key technologies in Digital Transformation were put in
place in the Ministry though in phases as the process was ongoing. The study further revealed that
performance in terms of Tasks, Adaptive and Contextual were positively impacted by the use of
digital tools that were in place. However, there were challenges and constraints faced in terms of
connectivity, full implementation of necessary digital tools, lack of access to digital tools in isolated
areas and inadequate trained human resource in other departments apart from ICT. Hence the
recommendations to provide all necessary digital tools, to capacity build all employees in ICT and roll
out digital transformation to all health facilities in the country.
ACKNOWLEDGEMENTS
The authors would like to thank Mulungushi University for the support in various aspects of the
research process. The authors wish to also express their gratitude to the Public Service Management
Division (PSMD) and the management of the Ministry of Health for their cooperation and for
allowing the authors to conduct the study. Lastly, authors give thanks to all respondents for taking
part in the study.
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AUTHORS’ BIOGRAPHY
Annie Milukutu ,is a Master of Public Administration student at Mulungushi
University. Her research interests are in Health Policy and Governance.
Musole Siachisa, PhD, is a lecturer and researcher in the Department of Political
and Administrative Studies, under the faculty of Social Sciences at Mulungushi
University in Zambia. He has a PhD (University of Zambia), MA (University of
Zambia), and BA (University of Zambia). He is currently a visiting lecturer at the
National Institute of Public Administration. His research interests are in public
policy, political economy, governance, Africa and World History and African feminism. His recent
publications a journal article entitled; Examining the Effectiveness of Ward Development Committees
in the Implementation of the Decentralisation Policy in Zambia: A Case of Chibombo District (20162021).International Journal of Humanities Social Sciences and Education (IJHSSE) Volume 10, Issue
2, February 2023, PP 34-47
Citation: Annie Milukutu & Musole Siachisa. "Assessing the Impact of Digital Transformation on Employee
Performance in the Public Sector: A Case Study of Zambia’s Ministry of Health Headquarters (2017-2022)”
International Journal of Humanities Social Sciences and Education (IJHSSE), vol 10, no. 9, 2023, pp. 118-126.
DOI: https://doi.org/10.20431/2349- 0381.1009013.
Copyright: © 2023 Authors. This is an open-access article distributed under the terms of the Creative
Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium,
provided the original author and source are credited.
International Journal of Humanities Social Sciences and Education (IJHSSE)
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