The Effect of Technostress and Digital Overload on Employee Performance with Organizational Support as a Mediating Variable at PT Pura Barutama Kudus

Abstract

Inconsistent employee performance in achieving production targets may reflect growing digital work pressures, including technostress and digital overload. Organizational support may therefore be essential in helping employees manage technology-related demands and maintain performance. This study examines the effects of technostress and digital overload on employee performance and organizational support, evaluates the effect of organizational support on employee performance, and investigates its mediating role at PT Pura Barutama Offset Unit Kudus. A quantitative approach was employed using primary data collected through employee questionnaires. The study population comprised 1,605 employees, and the data were analyzed using structural equation modeling (SEM) with AMOS. The findings indicate that technostress has a negative and significant effect on employee performance, whereas digital overload has no significant direct effect. Both technostress and digital overload have positive and significant effects on organizational support, while organizational support positively and significantly affects employee performance. Organizational support also mediates the effects of technostress and digital overload on employee performance. These findings demonstrate that organizational support constitutes an important indirect pathway linking digital work pressures to employee performance, even when their direct effects differ. The study contributes to understanding the organizational mechanisms underlying employee responses to technology-intensive work. Practically, organizations should strengthen managerial and institutional support while implementing targeted measures to reduce technostress and manage digital workload demands.