The rapid adoption of hybrid work models has significantly increased employees’ reliance on digital technologies, resulting in the growing phenomenon of digital fatigue. The present study examines the impact of digital fatigue on employee performance and well-being in hybrid work settings. Grounded in the Job Demands–Resources (JD-R) model and technostress theory, the research adopts a quantitative, cross-sectional design. Primary data were collected from 200 employees working in hybrid arrangements across IT, consulting, education, and service-sector organizations using a structured questionnaire. The data were analyzed using SPSS, including reliability, correlation, regression, and moderation analyses. The findings reveal that digital fatigue has a significant negative effect on employee performance (β = -0.587, p < 0.001) and employee well-being (β = -0.642, p < 0.001). The study further establishes that perceived organizational support significantly moderates the relationship between digital fatigue and well-being, reducing its adverse effects. The results highlight digital fatigue as a critical job demand in hybrid work environments and emphasize the strategic importance of organizational support mechanisms in sustaining employee productivity and psychological health. The study contributes to business administration and human resource management literature by integrating performance and well-being outcomes within a single analytical framework and offers practical implications for designing sustainable hybrid work policies.
Shaikh et al. (Thu,) studied this question.