Expectations and management of technology assisted supplemental work: a managerial perspective

Limitless connectivity enabled by ICTs has aided organisations to keep their employees linked to work even after-hours. Drawing from work boundary theory and sociomaterial theory, this study explores what leads to Technology Assisted Supplemental Work (TASW) expectations and how these expectations are managed in organisations. In the analysis of qualitative data collected from 20 senior level managers from two organisations in Sri Lanka, we found that organisational norms developed through top management influence led to TASW expectations among lower-level managers. These expectations are then imposed by managers, and non-responses are controlled by means of confrontations and punishments. These punitive regimes could especially create discriminative effects on married female employees if they cannot meet the after-hour expectations due to gender roles associated with the home domain. However, having formal policy guidelines on TASW could reduce the negative consequences on employees. This study contributes to the literature by including the managerial perspective on TASW expectations.