Technostress als Schattenseite der Digitalisierung: Ansatzpunkte für eine gesundheitsförderliche Gestaltung digitaler Arbeitswelten

Overcoming the “Dark Side” of Technology—A Scoping Review on Preventing and Coping with Work-Related Technostress

“…At the same time, with regard to health-oriented leadership, managers should always pursue the two directions of leadership, i.e., self-directed health-oriented leadership (SelfCare) and follower-directed health-oriented leadership (StaffCare) [ 153 ]. In this dual role, while managers seem to be more susceptible to techno-overload and techno-invasion than employees [ 154 , 155 ], they need to act according to their role model function [ 156 ] and as positive social influencers [ 157 ] to protect themselves and their subordinates, e.g., when dealing with technology and availability expectations. Through their own understanding and practice of dealing with ICT, managers could support employees and counteract harmful developments [ 154 ].…”

“…In this dual role, while managers seem to be more susceptible to techno-overload and techno-invasion than employees [ 154 , 155 ], they need to act according to their role model function [ 156 ] and as positive social influencers [ 157 ] to protect themselves and their subordinates, e.g., when dealing with technology and availability expectations. Through their own understanding and practice of dealing with ICT, managers could support employees and counteract harmful developments [ 154 ]. However, dealing with availability can be subject to individual preferences of integration or segmentation of work and private life [ 158 ].…”

“…However, dealing with availability can be subject to individual preferences of integration or segmentation of work and private life [ 158 ]. Possibilities for availability rules, demarcation and self-organisation should therefore be consciously reflected upon by managers and employees and incorporated into workplace health management [ 154 ].…”

“…With regard to involvement facilitation and literacy facilitation, managers could support and reward using newly introduced ICT as well as sharing this knowledge among team members [ 62 ]. Organisations should provide training for employees and managers that does not only meet their demands [ 154 ], but also aims at compensating deficits (e.g., in digital media literacy), and focuses on individual strengths [ 55 ]. This strengthening of resources may counteract negative spirals, as suggested in the occupational psychological stress model [ 17 ] or Hobfoll’s conservation of resources theory [ 160 ].…”

“…Recent study results support that usability, i.e., reliability, usefulness and ease of use, can reduce techno-overload and IT-related strain [ 162 ]. Regarding technology acceptance and adoption, task–technology fit [ 163 ] and possible interactions between task and organisational processes, attributes of technology and the individual using it should thus be considered in prevention [ 154 , 164 ]. Organisations can therefore use these theories for assessments before implementing new technologies and for evaluations [ 151 ].…”