The Impact of Performance Appraisal on Job Performance among Remote Workers in Sharjah’s Public Sector: A Conceptual Framework

The Impact of Performance Appraisal on Job Performance among Remote Workers in Sharjah’s Public Sector: A Conceptual Framework

Waleed AbdelQadir Shambah AbdelQadir., Mohd Shamsuri Md Saad^*

Department of Technoprenuership, Faculty of Technology Management and Technopreneurship, Universiti Teknikal Malaysia Melaka (UTeM), Ayer Keroh, Melaka, Malaysia

*Corresponding Author

DOI: https://dx.doi.org/10.47772/IJRISS.2025.909000806

Received: 24 September 2025; Accepted: 30 September 2025; Published: 31 October 2025

ABSTRACT

The global workforce has undergone a paradigm shift in the post-pandemic era, with remote work evolving from a temporary solution to a permanent feature of organizational design. This transition has exposed systemic weaknesses in traditional performance management systems, particularly in bureaucratic contexts like the public sector, where rigid hierarchies and process-oriented cultures struggle to adapt. In Sharjah, the abrupt shift to remote work has intensified challenges in evaluating employee performance equitably and effectively. This study addresses three critical gaps in remote performance appraisals: fairness, motivation, and skill development. It proposes a comprehensive framework to recalibrate performance appraisals for Sharjah’s public sector, integrating digital tools and evidence-based practices. Building on goal-setting theory and self-determination theory, the framework aims to mitigate remote work challenges by aligning appraisal systems with the realities of distributed work. This research contributes to both theory and practice in public administration and organizational psychology.

Keywords: Remote work, performance appraisal, public sector, employee performance motivation, job satisfaction

INTRODUCTION

The post-pandemic era has ushered in a profound paradigm shift within the global workforce, transforming remote work from a temporary necessity into an enduring component of organizational design (Knippen et al., 2021; Sytch & Greer, 2023). Contemporary studies indicate that 58% of public sector organizations globally now offer hybrid or fully remote employment options, a trend propelled by advancements in technology and a growing employee demand for flexibility (OECD, 2023). However, this transition has simultaneously exposed inherent weaknesses in conventional performance management systems, particularly within bureaucratic environments such as the public sector. In these contexts, rigid hierarchies and process-oriented cultures often struggle to adapt effectively to evolving work modalities (Bickerton et al., 2022; Peters et al., 2023). Specifically, in Sharjah, where public institutions have historically prioritized in-person oversight (Dubai Government Human Resources Department, 2023), the abrupt pivot to remote work has significantly amplified challenges associated with equitably and effectively evaluating employee performance.

Within this evolving landscape, three critical gaps have emerged in remote performance appraisals. Firstly, the fairness of evaluations is frequently compromised by the reduced frequency of face-to-face interactions, which can lead to biases in subjective assessments (Ravid et al., 2020; McDonnell et al., 2023). For instance, a 2023 study focusing on GCC public sectors revealed that 42% of remote employees perceived their appraisals as less transparent compared to in-person evaluations (Dubai Government Human Resources Department, 2023). Secondly, motivation among employees tends to suffer due to the erosion of autonomy-supportive supervision and the psychological toll of isolation inherent in remote settings (Charalampous et al., 2023; Gagné et al., 2023). The Job Demands-Resources (JD-R) Model further elucidates this by highlighting that remote workers often encounter heightened job demands, such as blurred work-life boundaries, without a commensurate increase in supportive resources (Demerouti et al., 2023). Thirdly, skill development can stagnate as traditional on-the-job learning opportunities diminish (London & Smither, 2023; Sarker et al., 2024), thereby exacerbating existing competency gaps within increasingly digitally transformed workplaces.

This study directly addresses these identified gaps by proposing a comprehensive framework designed to recalibrate performance appraisals specifically for sharjah’s public sector. Drawing upon recent theoretical advancements in Goal-Setting Theory (Locke et al., 2021) and self-determination theory (Ryan & Deci, 2022), this framework integrates innovative digital tools, such as ai-driven analytics, with evidence-based practices, including continuous feedback loops, to effectively mitigate the challenges posed by remote work. By aligning appraisal systems with the contemporary realities of distributed work, this research aims to contribute significantly to both theoretical understanding and practical application within the fields of public administration and organizational psychology.

LITERATURE REVIEW

Performance Appraisal in Organizational Settings: Evolution and Remote Work Challenges

Performance appraisal systems have long been recognized as pivotal for aligning employee efforts with organizational objectives (DeNisi & Murphy, 2017). Traditional models typically emphasize face-to-face feedback and hierarchical evaluations (Boswell & Boudreau, 2000). However, these conventional approaches are increasingly proving inadequate for the complexities of remote work contexts. Recent scholarship highlights that digital transformation has fundamentally reshaped appraisal criteria, shifting the focus from time-based metrics to outcome-focused evaluations (Stone et al., 2023). Despite these advancements, public sector organizations, particularly those operating within bureaucratic environments like Sharjah, often lag in adopting such innovations due to their inherent rigid structures (Bickerton et al., 2022; Dubai Government Human Resources Department, 2023).

The transition to remote work significantly exacerbates these existing challenges. For instance, subjective biases in appraisals tend to intensify in the absence of in-person interactions, as managers are forced to rely on limited digital visibility (McDonnell et al., 2023). A 2023 study conducted across GCC public sectors found that a substantial a2% of remote employees perceived their appraisals as less transparent compared to their on-site counterparts (Alsuwaidi et al., 2023). This finding strongly aligns with the problem statement, underscoring the urgent necessity for redesigning appraisal systems to ensure both fairness and adaptability in the contemporary work environment.

Remote Work and Job Performance: New Paradigms and Persistent Gaps

The impact of remote work on job performance is a topic that has been extensively documented, yet it remains subject to considerable debate. While early research often highlighted increased autonomy and enhanced productivity as key benefits (Charalampous et al., 2023), more recent meta-analyses reveal that factors such as isolation and communication barriers can significantly undermine these potential gains [10]. The Job Demands-Resources (JD-R) Model (Bakker & Demerouti, 2017) offers a valuable theoretical lens through which to understand this duality. Remote work, while reducing certain demands like commute stress, simultaneously introduces new stressors, such as ‘Zoom fatigue’ (Sytch & Greer, 2023).

Crucially, performance appraisals in remote settings must be specifically designed to address these dynamic factors. Studies consistently demonstrate that frequent, structured feedback, often facilitated by AI-driven platforms, can effectively mitigate feelings of isolation and enhance clarity regarding performance expectations (Demerouti et al., 2023). Nevertheless, the adoption of such innovative practices within the public sector remains slow, largely due to technological resistance and legitimate privacy concerns (Shockley et al., 2024). This resistance further reinforces the critical gap identified in the problem statement, emphasizing the need for tailored solutions in public administration.

Variables and Relationships

Performance Appraisal

Performance appraisal is conceptualized as a structured evaluation process encompassing feedback quality, appraisal frequency, fairness, and goal alignment (Boswell & Boudreau, 2000; Colquitt, 2001). In remote work settings, these dimensions gain even greater criticality due to the inherent lack of face-to-face supervision and the heightened need for clear, measurable criteria to objectively assess performance (Wells et al., 2023).

Recent research highlights several emerging trends in remote performance appraisals. Constructive and actionable feedback is particularly important for remote employees, who often lack the spontaneous interactions typical of traditional office environments (Stone et al., 2023). Modern AI-driven platforms, such as Workday and Lattice, support this need by providing real-time, data-backed feedback that minimizes subjectivity and enhances evaluation accuracy (DeNisi & Murphy, 2023). At the same time, traditional annual reviews are increasingly viewed as inadequate in remote contexts. Instead, continuous feedback loops—through regular monthly or quarterly check-ins—have been shown to improve performance clarity, sustain employee engagement, and encourage ongoing development (DeNisi & Murphy, 2023).

Another critical consideration is fairness, as remote work can heighten appraisal biases, especially proximity bias, which favors on-site employees. Organizations are addressing this challenge through the use of standardized rubrics and advanced AI analytics that help ensure more equitable evaluations (Bickerton et al., 2022). Goal alignment also plays a central role in remote performance management, with the adoption of SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound) offering employees the clarity and accountability necessary for effective independent work (Locke et al., 2021).

These insights hold significant implications for the public sector, where traditional appraisal systems, such as those historically employed in Sharjah, have been rigid and infrequent (Bickerton et al., 2022). Transitioning to more dynamic, technology-enabled frameworks offers a pathway to overcome these inefficiencies while maintaining compliance with public sector regulations (Dubai Government Human Resources Department, 2023).

Job Performance

Job performance in remote work contexts is generally assessed through dimensions such as task efficiency, work quality, and target achievement, with heightened emphasis on self-management and adaptability (Koopmans et al., 2014; Golden et al., 2008). Recent studies highlight that remote work introduces distinct drivers of performance, requiring appraisal systems to adapt accordingly.

Task efficiency, for instance, is influenced by the productivity paradox of remote work, where employees experience greater autonomy but are simultaneously exposed to increased distractions (Charalampous et al., 2023). To address this, performance appraisals that prioritize output-based metrics—such as completed deliverables—rather than time spent working provide a more accurate reflection of employee contributions (Demerouti et al., 2023). Similarly, work quality is shaped by the potential isolation of remote settings, which can reduce opportunities for collaboration and subsequently affect creativity and problem-solving (Sytch & Greer, 2023). Incorporating mechanisms such as peer evaluations and client feedback enables a more holistic assessment of work quality (Stone et al., 2023). Adaptability has also emerged as a critical dimension, given the rapid pace of technological change that requires continuous upskilling. Performance appraisals that integrate indicators of professional development—such as certifications earned or training completed—can actively foster adaptability among employees (London & Smither, 2023; Sarker et al., 2024).

These considerations are particularly salient for the public sector, where rigid performance metrics remain tied to traditional in-office contexts. In Sharjah, for example, appraisal frameworks have historically overlooked digital competencies and remote collaboration (Alsuwaidi et al., 2023). Updating these systems to capture proficiency in e-government tools and participation in virtual team projects would provide a more accurate and contemporary measure of job performance (Sarker et al., 2024).

Mediating Variables

Employee Motivation

Performance appraisals significantly influence employee motivation, a factor that becomes particularly salient in remote work settings where traditional supervision is limited. Research by Tremblay et al. (2023) demonstrated that appraisals emphasizing goal clarity and constructive feedback enhance both intrinsic and extrinsic motivation. More recent studies reinforce this finding, indicating that remote workers thrive when appraisals incorporate autonomy-supportive practices, such as flexible goal-setting and self-evaluations, which align with Self-Determination Theory (Gagné et al., 2023). For example, a 2023 study of GCC public sector employees found that structured quarterly feedback sessions increased motivation by 28% compared to annual reviews (Dubai Government Human Resources Department, 2023).

However, remote work introduces unique motivational challenges. Without consistent face-to-face interactions, employees may struggle with feelings of isolation or unclear expectations (Charalampous et al., 2023). To counteract this, organizations are increasingly adopting gamified appraisal elements, such as digital badges for achieving targets, to sustain engagement (Tremblay et al., 2023). These strategies are especially pertinent for Sharjah’s public sector, where rigid hierarchies have historically tended to stifle employee motivation (Bickerton et al., 2022).

Job Satisfaction

Fairness and transparency in performance appraisals are critical determinants of job satisfaction. Spector (1985) identified a strong correlation between appraisal fairness and satisfaction, a relationship further validated in remote work contexts (Ravid et al., 2024). Remote employees often prioritize procedural justice—consistent evaluation criteria and opportunities to voice concerns—over distributive outcomes (Colquitt, 2022). For instance, a 2024 study revealed that hybrid teams utilizing algorithmic appraisal tools, which offer bias- free performance analytics, reported 27% higher satisfaction rates (Ravid et al., 2024).

In Sharjah’s public sector, where bureaucratic processes have often lacked transparency, ensuring fairness in remote appraisals is paramount. Challenges include potential supervisor bias due to limited visibility and communication gaps (Alsuwaidi et al., 2024).  To mitigate these issues, organizations can implement 3a0-degree feedback systems and provide managers with training in unbiased evaluation techniques (Stone et al., 2023).

Skill Development

The developmental role of performance appraisals is amplified in remote work settings, where access to traditional training opportunities may be limited. London and Smither (2002) emphasized that feedback-rich appraisals foster skill enhancement and career growth. Recent research extends this insight, demonstrating that remote workers benefit significantly from microlearning integrations, such as linking appraisal feedback to online modules, and just-in-time training solutions (Sarker et al., 2024). Sharjah’s public sector faces a notable skills gap, exacerbated by remote work, with 44% of employees reporting inadequate upskilling opportunities (Dubai Government Human Resources Department, 2023).

To bridge this gap, appraisals should incorporate skill-based metrics, such as competency assessments, allows organizations to evaluate employees beyond traditional performance indicators by focusing on their capabilities and growth potential. To maximize the impact of these evaluations, feedback should be paired with personalized learning paths that include targeted recommendations for relevant online courses. Leveraging AI-driven platforms, such as Degreed, further enhances this process by enabling the effective tracking of employee progress and development, thereby linking performance outcomes directly to continuous skill advancement.

Theoretical Framework

The proposed theoretical framework integrates three foundational theories to examine how performance appraisals influence job performance among remote workers in Sharjah’s public sector: Goal-Setting Theory (Locke & Latham, 1990, 2002), Self-Determination Theory (Deci & Ryan, 2000, 2017), and the Job Demands-Resources (JD-R) Model (Bakker & Demerouti, 2007; Bakker & Demerouti, 2017). These theories collectively address the unique challenges identified in the problem statement— namely, fairness, motivation, and skill development—while offering actionable solutions pertinent to remote work contexts.

Goal-Setting Theory provides the foundational understanding of how clear, specific, and challenging goals enhance performance by directing effort and fostering accountability (Locke et al., 2021). Recent adaptations of this theory emphasize its heightened relevance to remote work environments, where digital goal-tracking tools, such as Objectives and Key Results (OKRs) implemented via platforms like Asana, play a crucial role in maintaining alignment with organizational objectives [38]. In Sharjah’s public sector, characterized by bureaucratic processes that often lack transparency, structured goal-setting mechanisms can effectively mitigate ambiguities inherent in remote evaluations (Alsuwaidi et al., 2024).

Self-Determination Theory complements this perspective by highlighting the critical roles of autonomy, competence, and relatedness in driving intrinsic motivation (Deci & Ryan, 2017). Remote workers are observed to thrive when performance appraisals emphasize flexible goal negotiation, such as self-set deadlines, and growth-oriented feedback (Gagné et al., 2023). These elements are particularly vital in hierarchical public sector environments, where traditional structures might otherwise stifle individual initiative (Dubai Government Human Resources Department, 2023).

The job demands-resources (jd-r) model further enriches the framework by positioning performance appraisals as key resources that can effectively offset the unique demands of remote work, such as isolation and burnout (Demerouti et al., 2023). For instance, regular feedback sessions and ai-driven recognition systems, exemplified by platforms like workday, can significantly enhance perceived fairness and reduce bias in evaluations (Ravid et al., 2024). Collectively, these theories offer a robust lens through which to examine the direct and mediated effects of performance appraisals, thereby addressing existing gaps in remote work literature and providing practical strategies for public sector adaptation.

Proposed Hypotheses

H1: There is a significant positive relationship between the quality of performance appraisals (defined by feedback, fairness, and goal alignment) and job performance among remote workers in Sharjah’s public sector.

The fundamental premise of this hypothesis is derived from an integration of Goal-Setting Theory (Locke & Latham, 1990) and the Job Demands-Resources (JD-R) Model (Bakker & Demerouti, 2007). Goal-Setting Theory posits that specific, challenging goals, when coupled with appropriate feedback mechanisms, enhance performance by directing attention, mobilizing effort, and fostering persistence. In remote work environments, where direct supervision is limited and employees must exercise a greater degree of self-regulation, the clarity afforded by well-structured performance appraisals becomes particularly crucial (Wells et al., 2023). Recent empirical evidence supports this, demonstrating that remote workers who receive frequent, high-quality feedback exhibit 23% higher performance metrics compared to those subjected to traditional annual reviews (DeNisi & Murphy, 2023). The JD-R Model further reinforces this relationship by conceptualizing performance appraisals as critical job resources that assist employees in managing the unique demands of remote work, such as isolation and communication barriers (Demerouti et al., 2023). Within the context of Sharjah’s public sector, where bureaucratic structures have historically relied on rigid, process-oriented evaluations (Bickerton et al., 2022), a transition to outcome-focused, digitally-enabled appraisal systems could significantly enhance both the accuracy of performance measurement and overall employee productivity (Dubai Government Human Resources Department, 2023).

H2: Employee motivation mediates the relationship between performance appraisal and job performance, such that high-quality appraisals increase motivation, which in turn improves performance.

This hypothesis is grounded in Self-Determination Theory (Deci & Ryan, 2017), which identifies autonomy, competence, and relatedness as fundamental psychological needs that drive intrinsic motivation. Performance appraisals that emphasize flexible goal-setting (autonomy), provide skill development feedback (competence), and incorporate relational aspects of evaluation (relatedness) are particularly effective in remote work contexts where traditional motivational cues are often absent (Gagné et al., 2023). Recent studies of GCC public sector employees reveal that autonomy-supportive appraisal practices, such as allowing employees to participate in goal-setting and self-evaluations, can increase work motivation by as much as 31% compared to top-down evaluation methods (Tremblay et al., 2023). The mediating role of motivation is especially critical in Sharjah’s public sector, where rigid hierarchies have historically stifled employee initiative (Alsuwaidi et al., 2023). By implementing appraisal systems that recognize the need for self-direction among remote workers while maintaining organizational alignment, public sector managers can cultivate a motivational climate that effectively translates appraisal quality into enhanced performance outcomes.

H3: Job satisfaction mediates the relationship between performance appraisal and job performance, such that fair and transparent appraisals enhance satisfaction, leading to higher performance.

Organizational Justice Theory (Colquitt, 2022) provides the theoretical foundation for this hypothesis, emphasizing that employees evaluate appraisal systems along three key dimensions: distributive justice (fairness of outcomes), procedural justice (fairness of processes), and interactional justice (quality of interpersonal treatment). In remote work arrangements, where employees often lack the physical cues that signal organizational fairness, the transparency and consistency of performance evaluations become paramount for maintaining job satisfaction (Ravid et al., 2024). A 2023 study of UAE government employees found that perceptions of appraisal fairness accounted for 38% of the variance in job satisfaction scores, which in turn predicted subsequent performance improvements (Alsuwaidi et al., 2023). This mediation effect is particularly pronounced in remote work due to the “psychological distance” that can amplify concerns about equity and recognition (Charalampous et al., 2023). For Sharjah’s public sector, ensuring procedural justice through standardized evaluation criteria and interactional justice through empathetic feedback delivery could significantly enhance the appraisal-satisfaction-performance chain.

H4: Skill development mediates the relationship between performance appraisal and job performance, such that developmental feedback improves competencies, thereby enhancing performance.

The Job Demands-Resources (JD-R) Model (Bakker & Demerouti, 2007) frames skill development as a critical personal resource that helps employees manage job demands. In remote work environments, where traditional on-the-job learning opportunities are often limited, performance appraisals become a primary mechanism for identifying skill gaps and directing development efforts (London & Smither, 2023). Contemporary research demonstrates that remote workers who receive regular, competency-focused feedback show 27% greater skill acquisition compared to those in conventional appraisal systems (Sarker et al., 2024). This mediation pathway is especially relevant for Sharjah’s public sector, where 44% of remote employees report inadequate opportunities for professional development (Dubai Government Human Resources Department, 2023). By integrating microlearning recommendations, such as targeted online courses, with performance feedback and creating personalized development plans, public sector organizations can transform appraisals into powerful tools for continuous capability building.

H5: Digital literacy moderates the positive effects of performance appraisal on job performance, such that the effects are stronger for employees with higher digital literacy.

This exploratory hypothesis draws upon the Technology Acceptance Model (Davis, 1989) and recent extensions that examine digital competency as a moderator of technology- mediated HR practices (Stone et al., 2023). As public sector organizations increasingly adopt digital appraisal platforms, such as those incorporating AI-driven analytics, employees’ ability to effectively engage with these tools becomes a critical boundary condition for appraisal effectiveness. Empirical evidence from Dubai’s government sector indicates that digitally proficient employees demonstrate 40% greater performance improvements from e-appraisals compared to their less tech-savvy colleagues (Shockley et al., 2024). In the context of Sharjah, where digital transformation initiatives are accelerating but digital skills vary widely across the workforce [a], this moderation effect could explain differential outcomes of appraisal system reforms. This hypothesis suggests that the introduction of new appraisal technologies may need to be accompanied by comprehensive digital upskilling programs to ensure equitable benefits across the entire workforce.

DISCUSSION

This study presents a comprehensive conceptual framework that meticulously examines the intricate relationship between performance appraisal and job performance among remote workers within Sharjah’s public sector. This framework specifically highlights the mediating roles of employee motivation, job satisfaction, and skill development. Grounded in Goal-Setting Theory (Locke & Latham, 1990), Self-Determination Theory (Deci & Ryan, 2017), and the Job Demands-Resources Model (Bakker & Demerouti, 2007), the framework offers significant theoretical contributions by extending the existing performance appraisal literature to the unique context of remote work (DeNisi & Murphy, 2023). This is particularly relevant for bureaucratic public sector environments, where rigid hierarchies and reduced face-to-face interaction traditionally complicate evaluation methods (Bickerton et al., 2022; Alsuwaidi et al., 2024). The integration of these theories provides a robust foundation for understanding how digitally-tracked goals (Alsuwaidi et al., 2024), autonomy-supportive feedback (Gagné et al., 2023), and appraisal systems, when viewed as critical job resources (Demerouti et al., 2023), can collectively enhance remote work performance while effectively addressing unique challenges such as isolation and communication barriers (Charalampous et al., 2023).

The practical implications derived from this research are particularly pertinent for HR managers in Sharjah’s public sector and similar contexts globally. Organizations are strongly advised to prioritize the adoption of advanced digital appraisal tools, such as Lattice or Workday (Ravid et al., 2024), to facilitate real-time feedback and ensure objective performance tracking. Concurrently, it is crucial to invest in training managers in autonomy-supportive communication techniques (Colquitt, 2022) and to implement comprehensive 360-degree feedback systems to bolster fairness and transparency (London & Smither, 2023). Furthermore, the integration of skill development opportunities directly linked to appraisal outcomes, through microlearning platforms (DeNisi & Murphy, 2023) and personalized development plans (Stone et al., 2023), represents another critical strategy for enhancing the capabilities of the remote workforce. The findings also suggest that public sector leadership should actively consider policy reforms aimed at transitioning from traditional annual reviews to more continuous feedback models (DeNisi & Murphy, 2023). This includes investing in robust digital upskilling programs to ensure equitable technology adoption (Stone et al., 2023) and standardizing evaluation rubrics to minimize inherent biases. These strategic measures collectively align with broader digital transformation initiatives, such as the UAE’s Vision 2031 (McDonnell et al., 2023).

While this study offers important theoretical and practical contributions, it is essential to acknowledge its inherent limitations, which simultaneously present fertile ground for future research. The proposed conceptual framework necessitates rigorous empirical validation through quantitative studies specifically targeting sharjah’s remote public sector workers. Additionally, further investigation is warranted to comprehensively understand how cultural factors, particularly those specific to the GCC region, might influence the overall effectiveness of appraisal systems (Dubai Government Human Resources Department, 2023). Longitudinal studies could provide valuable insights into the sustained impact and long-term effectiveness of digital appraisal systems on employee performance over extended periods (Shockley et al., 2024). Despite these limitations, this research provides valuable insights for academics, HR professionals, and policymakers navigating the increasing complexities of performance management in remote work environments. It offers actionable strategies designed to enhance both organizational productivity and employee well-being within the rapidly evolving landscape of public sector work (Demerouti et al., 2023; Gagné et al., 2023).

CONCLUSION

This study has successfully developed a comprehensive theoretical framework designed to examine the intricate relationship between performance appraisal and job performance among remote workers within sharjah’s public sector. A particular emphasis has been placed on elucidating the mediating roles of employee motivation, job satisfaction, and skill development. By integrating the core tenets of Goal-Setting Theory (Locke & Latham, 1990), Self-Determination Theory (Deci & Ryan, 2017), this research provides invaluable insights into how performance appraisal systems can be effectively adapted to meet the unique and evolving challenges inherent in remote work environments, especially within bureaucratic organizational settings. Ultimately, this research contributes significantly to both academic discourse and practical human resource management by offering a clear roadmap for optimizing performance appraisal systems in the context of remote public sector work. By proactively addressing critical issues related to fairness, motivation, and skill development, public sector organizations in Sharjah and similar global contexts can not only enhance overall employee performance but also cultivate a more engaged, resilient, and adaptable workforce in the rapidly advancing digital era.

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