While most e-government literature focuses on citizen satisfaction, that of public servants is widely ignored. The purpose of this study is to test the impact of e-government maturity level on public servants’ job satisfaction. Factors shaping the maturity level of e-government were investigated as well as those contributing to government employees’ satisfaction. Government employees working at Palestinian ministries were the target group of this study. They were the closest to the strategic use of e-government facilities. A questionnaire was designed and distributed via e-mails to a random sample of 159 employees; the survey questionnaire was divided into three parts. A 5-point Likert scale was adopted in this study. SPSS v26 was used to test the study hypotheses. The results reveal a significant impact of e-government maturity on the job satisfaction of public servants (R2 = 0.386, p = 0.000). Moreover, all dimensions of e-government maturity have a positive impact on job satisfaction. The results show the impact of e-government maturity dimensions on job satisfaction as follows: internal efficiency (R2 = 0.254, p = 0.000), external efficiency (R2 = 0.343, p = 0.000), good governance (R2 = 0.364, p = 0.000), and leadership (R2 = 0.261, p = 0.000). The findings also show no differences in job satisfaction levels among public servants due to demographic characteristics.

Palestinian companies nowadays realize the importance of performance management systems. This study examines the moderating effect of employee participation in the relationship between perceived effectiveness of performance management system and affective commitment of employees in Palestinian service companies. A questionnaire was designed using Google Docs and distributed randomly via e-mail among 174 employees working in Palestinian service companies. A structural equation modeling, using AMOS V26, was used to test the hypotheses. The findings showed that perceived effectiveness of performance management system has a significant positive impact on affective commitment (β = 0.77; p-value = 0.000). While the justice dimension of perceived effectiveness of performance management system has a significant positive impact on affective commitment (β = 0.52; p-value = 0.007), the accuracy dimension was found insignificant (β = 0.26; p-value = 0.178).Regarding the moderating effect, neither the interaction between the perceived effectiveness of performance management system and employee participation (β = –0.031; p-value = 0.465) nor the justice dimension was significant (β = 0.103; p-value = 0.203). Nevertheless, the interaction between the accuracy dimension and employee participation was negative (β = –0.14; p-value = 0.034). This study yielded support for the importance of perceived effectiveness of performance management system. Employees who perceived the performance of management system to be effective have higher affective commitment. Therefore, managers, especially HR managers, in service companies should pay more attention to the perceived effectiveness of performance management system, especially its justice dimension, to gain the benefits of committed employees.