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Information Resources Management Association
Advancing the Concepts & Practices of Information Resources Management in Modern Organizations

E-Mail and Work Performance

E-Mail and Work Performance
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Author(s): Rita S. Mano (University of Haifa, Israel)and Gustavo S. Mesch (University of Haifa, Israel)
Copyright: 2012
Pages: 11
Source title: Encyclopedia of Cyber Behavior
Source Author(s)/Editor(s): Zheng Yan (University at Albany - SUNY, USA)
DOI: 10.4018/978-1-4666-0315-8.ch009

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Abstract

E-mail provides organizations with detailed and timely information that cuts across hierarchical levels and departmental boundaries. The speed, asynchronicity and “one-to-many” aspects of e-mail can lead to efficiencies such as reduced office administration leading to both time saving and management rewards. At the same time, e-mail might create information overload, e.g., when information exceeds the worker’s ability to process it. E-mail effect on work performance is bound to (a) e-mail features –quantity, scope, and intensity; (b) individual level characteristics; and (c) organizational context. Different profiles of these aspects enhance or reduce work effectiveness (positive work performance) while at the same time generate work stress and distress (negative work performance).

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