E-Mail and Work Performance

E-Mail and Work Performance

Rita S. Mano, Gustavo S. Mesch
Copyright: © 2012 |Pages: 11
ISBN13: 9781466603158|ISBN10: 1466603151|EISBN13: 9781466603165
DOI: 10.4018/978-1-4666-0315-8.ch009
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MLA

Mano, Rita S., and Gustavo S. Mesch. "E-Mail and Work Performance." Encyclopedia of Cyber Behavior, edited by Zheng Yan, IGI Global, 2012, pp. 106-116. https://doi.org/10.4018/978-1-4666-0315-8.ch009

APA

Mano, R. S. & Mesch, G. S. (2012). E-Mail and Work Performance. In Z. Yan (Ed.), Encyclopedia of Cyber Behavior (pp. 106-116). IGI Global. https://doi.org/10.4018/978-1-4666-0315-8.ch009

Chicago

Mano, Rita S., and Gustavo S. Mesch. "E-Mail and Work Performance." In Encyclopedia of Cyber Behavior, edited by Zheng Yan, 106-116. Hershey, PA: IGI Global, 2012. https://doi.org/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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