Managers in the context of hybrid work: the impact of ICT demands on outcomes

Purpose This paper responds to recent theoretical calls to identify domain-specific resources in the digital work era. It examines the internal regulatory mechanism through which ICT demands impact managers' well-being, job performance and presenteeism in hybrid work environments, focussing on the mediating role of digital well-being as a previously underexplored regulatory pathway. Design/methodology/approach Drawing on the job demands-resources (JD-R) theory, recently refined to address digital workplace complexities, this study explores how digital well-being, as a personal resource, mediates the relationship between ICT demands and managerial outcomes. The study employed purposive sampling to survey 350 managers from various industries in Poland via computer-assisted telephone interviewing (CATI). Structural equation modelling (SEM) was used to analyse the data. Findings ICT demands were not directly associated with managers' well-being or job performance, but were positively associated with presenteeism. Digital well-being significantly mediated these relationships. High ICT demands tended to deplete this personal resource, whereas maintaining digital well-being reduced the negative impact of ICT demands, sustaining better well-being and job performance while decreasing presenteeism. These findings highlight digital well-being as a crucial protective factor in digitally intensive work contexts. Originality/value This study extends the JD-R framework by validating digital well-being as a specific ICT-related resource essential for self-regulation in hybrid work. It offers practical guidance for organisations to mitigate digital presenteeism and enhance job performance by incorporating digital well-being into organisational strategies through training, boundary-setting, and promoting sustainable ICT use habits.