Abstract
Background: Artificial intelligence (AI) is increasingly incorporated into administrative work, yet evidence remains limited on whether specific AI components translate into measurable job redesign and whether organisational culture conditions this relationship. This study examined the relationships between optical character recognition (OCR), chatbots and virtual assistants (CVA), robotic process automation (RPA), organisational culture and job redesign. Objectives: To assess the associations of OCR, CVA and RPA with job redesign and determine whether organisational culture moderates these relationships among administrative personnel. Methods: A cross-sectional quantitative study was conducted among 323 respondents. Descriptive statistics, Pearson correlations, multiple linear regression, and hierarchical moderation regression were used. Statistical inference was based on regression coefficients, F tests, P values and explained variance. Results: Respondents reported relatively favourable levels of OCR (M = 3.882, SD = 0.831), CVA (M = 3.849, SD = 0.873), organisational culture (M = 3.819, SD = 0.849), RPA (M = 3.811, SD = 0.905) and job redesign (M = 3.730, SD = 0.868). Correlations among variables were minimal. Collectively, OCR, CVA, and RPA explained only 0.2% of variance in job redesign, and the regression model was not significant (F(3,319) = 0.165, P = 0.920). None of the predictors was independently significant: OCR (β = 0.014, P = 0.797), CVA (β = 0.021, P = 0.708), and RPA (β = 0.031, P = 0.582). Organisational culture did not significantly moderate the AI–job-redesign relationship (β = 0.018, P = 0.891). Conclusion: AI-component adoption was not associated with measurable job redesign in this sample, and organisational culture did not significantly alter these relationships. AI implementation may therefore enhance specific administrative processes without necessarily restructuring jobs. Recommendation: Institutions should complement AI deployment with task redesign, workflow integration, employee capability development and implementation-readiness strategies rather than assuming that technology adoption alone will transform jobs. Significant statement: These findings challenge a simple technology-deterministic assumption that AI adoption automatically produces job redesign and highlight the importance of examining the organisational and task-level mechanisms through which AI becomes consequential for work.