Digital Fatigue and Employee Engagement in Hybrid Work: A Multilevel Perspective

Abstract

The hybrid work model, which blends remote and in-office modalities, has intensified reliance on digital tools and subsequently elevated risks of digital fatigue—mental exhaustion caused by prolonged digital engagement. This conceptual paper explores the impact of digital fatigue on employee engagement through a multilevel framework encompassing individual, team, and organizational dynamics. Grounded in the Job Demands–Resources (JD-R) model, Conservation of Resources (COR) theory, and Boundary Theory, the study conceptualizes digital fatigue as a job demand that depletes cognitive and emotional resources, reducing engagement if not counterbalanced by supportive mechanisms. At the individual level, digital autonomy is identified as a moderator, mitigating the adverse effects of fatigue. At the team level, digital norms and psychological safety influence how fatigue is experienced and its effect on engagement. At the organizational level, digital culture and leadership behaviors serve as systemic enablers or stressors. By synthesizing these theoretical perspectives, the paper presents a multilevel conceptual model that addresses the complexity of digital fatigue in hybrid work. It contributes to both theory and practice by highlighting how contextual factors across levels shape the digital fatigue–engagement relationship. Practical implications include fostering digital wellness policies, promoting autonomy, and redefining leadership roles in managing digital demands. The paper concludes by outlining avenues for empirical research to validate the model and adapt interventions to diverse organizational contexts.