TY - JOUR
T1 - Expectations and management of technology assisted supplemental work
T2 - a managerial perspective
AU - De Alwis, Sulakshana
AU - Hernvall, Patrik
AU - Adikaram, Arosha S.
N1 - © The Author(s) 2023.
This article is distributed under the terms of the Creative Commons Attribution 4.0 License (https://creativecommons.org/licenses/by/4.0/) which permits any use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access page (https://us.sagepub.com/en-us/nam/open-access-at-sage).
Data availability statement:
Not present.
PY - 2024/12/1
Y1 - 2024/12/1
N2 - 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.
AB - 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.
U2 - 10.1177/23220937231164328
DO - 10.1177/23220937231164328
M3 - Article
SN - 2322-0937
VL - 11
SP - 333
EP - 362
JO - South Asian Journal of Human Resources Management
JF - South Asian Journal of Human Resources Management
IS - 2
ER -