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Publication
Desconexão digital: Porque continuamos ligados fora de horas?
Advisor(s)
Abstract(s)
A presente investigação tem como objetivo explorar os fatores que influenciam a prática da desconexão digital por parte dos trabalhadores, num contexto marcado pela conectividade constante e pelo uso intensivo de tecnologias fora do horário laboral. Procurou-se compreender em que medida, variáveis como o acesso às tecnologias disponibilizadas pela organização, o comportamento da chefia, a pressão interna pessoal e o medo das consequências profissionais, afetam o comportamento de desconexão, bem como o papel moderador da separação entre a vida profissional e pessoal.
A amostra foi composta por 262 trabalhadores, com idades compreendidas entre os 18 e os 65 anos, maioritariamente do sexo feminino e pertencentes ao setor privado. Os participantes reportavam diferentes modalidades de trabalho e níveis hierárquicos.
Para a recolha de dados, foram utilizadas escalas validadas e adaptadas para o contexto português, como a Digital Disconnection from Work-Related ICTs Outside Work (Verlinden et al., 2024) e instrumentos baseados em autores como Sandoval-Reyes et al. (2019), Büchler et al. (2020), Clark et al. (2020) e Kreiner (2006). Adicionalmente, foi desenvolvida uma escala para avaliar o medo das consequências da desconexão. Os resultados evidenciam que a perceção de práticas de desconexão por parte das chefias, promove o comportamento de desconexão digital, enquanto a pressão interna, o medo das consequências e a presença de tecnologias disponíveis estão negativamente associadas a esse comportamento.
Os dados reforçam a necessidade de estratégias que respeitem e promovam o direito à desconexão, contribuindo para o bem-estar dos colaboradores e o equilíbrio entre trabalho e família.
This study aims to explore the factors that influence employees’ digital disconnection practices in a context marked by constant connectivity and the intensive use of information and communication technologies outside of working hours. It seeks to understand the extent to which variables such as access to organizationally provided technologies, leadership behavior, internal personal pressure and fear of professional consequences impact disconnection behavior, as well as the moderating role of work-life segmentation. The sample consisted of 262 employees aged between 18 and 65 years, predominantly female and mostly working in the private sector. Participants reported various work arrangements (on-line, hybrid, and remote) and hierarchical levels. To collect data, validated and culturally adapted instruments were used, such as the Digital Disconnection from Work-Related ICTs Outside Work scale (Verlinden et al., 2024), as well as tools based on authors like Sandoval-Reyes et al. (2019), Büchler et al. (2020), Clark et al. (2020), and Kreiner (2006). Additionally, a scale was developed to assess the fear of disconnection-related consequences. The results show that perceiving disconnection practices from supervisors positively influences employees’ digital disconnection behaviors. Conversely, internal pressure, fear of consequences, and the availability of digital technologies are negatively associated with such behaviors. These findings highlight the importance of implementing organizational strategies that protect and promote the right to disconnect, supporting employee well-being and a healthy work-life balance.
This study aims to explore the factors that influence employees’ digital disconnection practices in a context marked by constant connectivity and the intensive use of information and communication technologies outside of working hours. It seeks to understand the extent to which variables such as access to organizationally provided technologies, leadership behavior, internal personal pressure and fear of professional consequences impact disconnection behavior, as well as the moderating role of work-life segmentation. The sample consisted of 262 employees aged between 18 and 65 years, predominantly female and mostly working in the private sector. Participants reported various work arrangements (on-line, hybrid, and remote) and hierarchical levels. To collect data, validated and culturally adapted instruments were used, such as the Digital Disconnection from Work-Related ICTs Outside Work scale (Verlinden et al., 2024), as well as tools based on authors like Sandoval-Reyes et al. (2019), Büchler et al. (2020), Clark et al. (2020), and Kreiner (2006). Additionally, a scale was developed to assess the fear of disconnection-related consequences. The results show that perceiving disconnection practices from supervisors positively influences employees’ digital disconnection behaviors. Conversely, internal pressure, fear of consequences, and the availability of digital technologies are negatively associated with such behaviors. These findings highlight the importance of implementing organizational strategies that protect and promote the right to disconnect, supporting employee well-being and a healthy work-life balance.
Description
Dissertação de Mestrado apresentada no Ispa – Instituto Universitário para obtenção de grau de Mestre na especialidade de Psicologia Social e das Organizações.
Keywords
Direito à Desconexão Desconexão Digital Pressão Interna Medo das Consequências Separação Trabalho/Vida Pessoal Right to Disconnect Digital Disconnection Internal Pressure Fear of Consequences Work-Life Segmentation