The development of digital-based work systems has increased job demands and technology use, which may lead to burnout among workers, particularly in the telecommunications sector. This study aimed to determine the relationship between job demands and technostress with burnout levels among employees of PT Telkom Infrastruktur Indonesia in Medan. This study employed a quantitative cross-sectional design. The population consisted of 55 employees, and all members of the population were selected as samples using a total sampling technique. Data were collected using the Job Demands-Resources Questionnaire (JD-RQ), Technostress Creators Scale, and Oldenburg Burnout Inventory (OLBI). Data analysis was conducted using the Spearman Rank Correlation test with a significance level of 0.05. The results showed a significant and strong positive relationship between job demands and burnout, with a p-value = 0.001 and a correlation coefficient of r = 0.750. In addition, a significant and strong positive relationship was also found between technostress and burnout, with a p-value = 0.001 and a correlation coefficient of r = 0.687. High job demands and technostress were associated with increased burnout. The company is advised to strengthen burnout prevention efforts by optimizing workload evaluations that take actual working conditions into account, providing regular training on the use of digital systems, and enhancing employee recovery initiatives through the optimal utilization of annual leave and better management of work-related communication outside working hours.
Our study examines the role of leaders in employee recovery. We hypothesize that supervisor support for recovery (between-person) will buffer the impact of daily workload (within-person) on evening psychological detachment (within-person). We tested this hypothesis with a 7-day experience sampling methodology study using data from 545 employees, 1970 valid end-of-work observations (51% response rate), and 2040 valid end-of-day observations (53% response rate), with 1321 days containing both an end-of-work and end-of-day observation (34% completion rate) during the study period. Using multilevel regression analysis, we found that higher supervisor support for recovery did buffer the negative effect of workload, such that even on days with high workload, employees with high supervisor support for recovery were better able to psychologically detach from work in the evenings than their counterparts. Our results indicate that positive leadership behavior supporting employee recovery can be beneficial for helping employees manage the variations in workload demands through more effective recovery. This study is one of the first to incorporate leader behavior on the effect of the daily relationship between workload and evening psychological detachment. Finally, supervisor support for recovery can be a key target for organizational intervention to support employee recovery and well-being.
پژوهش حاضر نقش رهبران در بازیابی کارکنان را مورد بررسی قرار می‌دهد. ما فرض کردیم که حمایت سرپرست از بازیابی (بین‌فردی) تأثیر بار کاری روزانه (درون‌فردی) بر جداشدگی ذهنی عصرگاهی (درون‌فردی) را تعدیل خواهد کرد. این فرضیه با استفاده از روش‌شناسی نمونه‌برداری تجربی ۷ روزه و داده‌های ۵۴۵ کارمند، ۱۹۷۰ مشاهده معتبر پایان کار (نرخ پاسخ‌دهی ۵۱٪) و ۲۰۴۰ مشاهده معتبر پایان روز (نرخ پاسخ‌دهی ۵۳٪) و ۱۳۲۱ روز که هر دو مشاهده پایان کار و پایان روز را داشتند (نرخ تکمیل ۳۴٪) در طول دوره مطالعه آزمون شد. با استفاده از تحلیل رگرسیون چندسطحی، دریافتیم که حمایت بالاتر سرپرست از بازیابی، اثر منفی بار کاری را تعدیل می‌کند؛ به‌گونه‌ای که حتی در روزهایی با بار کاری بالا، کارکنانی که حمایت بالایی از سوی سرپرست برای بازیابی دریافت می‌کنند، بهتر می‌توانند در عصرها از کار جدا شوند نسبت به همتایان خود. نتایج ما نشان می‌دهد که رفتار رهبری مثبت در حمایت از بازیابی کارکنان می‌تواند برای کمک به کارکنان در مدیریت تغییرات تقاضاهای بار کاری از طریق بازیابی مؤثرتر سودمند باشد. این مطالعه از نخستین پژوهش‌هایی است که رفتار رهبر را در تأثیر رابطه روزانه بین بار کاری و جداشدگی ذهنی عصرگاهی وارد می‌کند. در نهایت، حمایت سرپرست از بازیابی می‌تواند هدف کلیدی برای مداخله سازمانی به منظور حمایت از بازیابی و بهزیستی کارکنان باشد.
