The Impact of Digital Presenteeism on Employee Well-Being

Dzakmic Lejla (2025) The Impact of Digital Presenteeism on Employee Well-Being. Menedzsment Kar (2025-)-.

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Absztrakt (kivonat)

Since the widespread adoption of remote and hybrid work beginning in 2020, digital presenteeism has become a term brought up more often. It is described as practice perpetual connectivity and responsiveness, even outside of employee’s working hours. This study aimed to find out how digital presenteeism effects employee well-being. Supported by a qualitative study carried out through interviews with 8 administrative employees in Hungary aged 23-30 years old, it supports findings of previous research on the topic and brings additional insight. The findings analysis is supported by Self-Determination Theory, by classifying the sources of motivation behind employees’ digital presenteeism practices. It has been found that when the motivation is controlled, or encouraged by the outside factors, the well-being effects are negative, resulting in stress, burnout, anxiety, and dissatisfaction and loss of personal time. The themes found that fall into the category of controlled motivation are managerial and organisational pressure, social and relational pressure, and boundary erosion though control. The implementation of Job Demands-Resources theory also explains that the controlled motivation can be interpreted as job demands, which can be mitigated by job resources such as communication of workplace expectations, learning and development programs, recreational opportunities for disconnection and policies restricting the use of work devices outside of work hours. Second type of motivation according to SDT, after controlled motivation, is autonomous motivation. It refers to personal boundary setting, or voluntary presenteeism driven by passion for the occupation. employee's also be interpreted as a resource within the framework of JDR theory, as it describes the ownership of autonomy over employees decision-making within a workplace. This research is in line with findings of previous research performed on the topic of digital presenteeism, but has offered a new perspective of view by combining the rationale of both theories. JD-R explains where the pressures and supports come from, and SDT explains how these demands/resources shape controlled versus autonomous motivation. Suggestions for organisations include open communication with their employees, clearing up the expectations in use of digital communication tools, and policy implementations in restricting the use of digital communication tools outside of designated work hours. Researchers are recommended to analyse gendered view of managers as a reflection of organisational norms which has been shown to pose a difference, analyse longitudinal progression of voluntary presenteeism and whether effects found (positive: enjoyment) withhold or change. Lastly, a formal theory of digital presenteeism is recommended to be created. The combination of Job Demands-Resources (JD-R) model and Self-Determination Theory (SDT) offered a greater insight into digital presenteeism, but the topic would benefit from a dedicated theoretical framework capable of capturing its full range of motivational, organisational, technological, and behavioural dimensions.

Intézmény

Budapesti Gazdasági Egyetem

Kar

Menedzsment Kar (2025-)-

Tudományterület/tudományág

NEM RÉSZLETEZETT

Szak

Gazdálkodási és menedzsment

Mű típusa:	diplomadolgozat (NEM RÉSZLETEZETT)
Kulcsszavak:	digital presenteeism, employee, Motivation, well-being, workplace
SWORD Depositor:	User Archive
Felhasználói azonosító szám (ID):	User Archive
Rekord készítés dátuma:	2026. Júl. 09. 11:01
Utolsó módosítás:	2026. Júl. 09. 11:01

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