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ociety is constantly reminded of how digital technology makes life easier, speeds up processes and boosts productivity. As such, people are encouraged to fully utilise the wide range of digital applications and devices now available.
From one perspective, the shift toward digital systems and the rapid development of new technologies have undoubtedly helped people, particularly workers, perform their tasks more efficiently.
However, behind the many advantages offered by digital technology lies a darker side. The transformation requires workers to adapt to rapidly evolving technologies, including mastering new systems within a short period of time.
Such situations can lead to feelings of uncertainty and inadequacy in managing technology effectively, triggering mental and emotional stress among workers.
This pressure is not merely temporary. It can persist as workloads and productivity expectations continue to rise alongside technological advancement.
In the long run, this condition may give rise to a phenomenon known as technostress, which stems from the negative effects of technology use.
Experts describe technostress as the “dark side” of digital transformation, highlighting the adverse implications of technology on individual well-being; ultimately affecting job performance and work-life balance.
GROWING TECHNOLOGICAL DEMANDS
Commenting on the issue, Senior Lecturer at the Department of Science and Technology Studies, Faculty of Science, Universiti Malaya, Dr Maisarah Hasbullah, said technostress or digital stress refers to the psychological pressure experienced by employees due to excessive use of digital technologies, rapid technological changes or systems that are difficult to master.
She explained that within organisations, the phenomenon often occurs when employees are required to adapt to new systems, software or technologies without sufficient time, skills or support, including training, equipment and reliable internet access.
“The term technostress was first introduced by clinical psychologist Craig Brod in 1984, who described it as a ‘modern adaptation disease’ arising from an individual’s inability to cope with new computer technologies in a healthy manner, thereby affecting mental and emotional well-being.
“This situation can trigger emotional tension, mental strain and physical fatigue when individuals are forced to manage workloads and disruptions associated with modern technology. The challenge of adapting becomes even more pronounced when workers struggle to keep up with constantly evolving information systems,” she told Bernama.
Maisarah noted that technostress is becoming increasingly evident in modern organisations that have fully adopted digital systems. While technology enhances efficiency and productivity, it also requires workers to continuously adapt to system changes and new ways of working.
This, she said, may lead to excessive workloads due to continuous information flows (techno-overload), technological intrusion into personal time (techno-invasion), uncertainty caused by rapid technological change (techno-uncertainty), anxiety over being left behind by technology (techno-insecurity), and the complexity of digital systems that are difficult to learn (techno-complexity).
“In today’s environment, digital technology use has become increasingly intensive as nearly all work-related tasks are carried out through digital devices and online platforms.
“This creates constant connectivity, where employees are expected to remain responsive to messages, emails or work tasks even outside office hours, including during weekends and holidays. Over time, this blurs the boundaries between personal and professional life,” she said.
WHEN TECHNOLOGY IS POORLY MANAGED
Maisarah explained that the higher the level of technological integration in a job or sector, the greater the risk of technostress if the technology is not managed with appropriate approaches and support strategies.
She noted that many employees face pressure when new systems or software are introduced at the workplace.
This pressure goes beyond mere discomfort; it represents a negative psychological and emotional response to rapid technological changes within organisations.
“Among the main causes are fear of making mistakes, anxiety about being perceived as incompetent, and a lack of confidence in using new technologies.
“For some workers, the situation becomes even more challenging when new systems are introduced without clear explanations or sufficient training, and are implemented in a rushed manner. This can create feelings of isolation, unfamiliarity and stress among employees,” she said.
Maisarah also acknowledged that the increasing use of advanced technologies — including automation and artificial intelligence (AI) — particularly in sectors requiring high efficiency, rapid data processing and system-based decision-making, has contributed to rising technostress among workers.
In such situations, employees often worry about whether they are capable of understanding and adapting to the technology, while also fearing that it could potentially replace certain human roles in the workplace.
“For example, during the COVID-19 pandemic in the education sector, many teachers experienced high levels of technostress as they had to adapt to digital teaching methods within a very short period.
“The sudden transition to online learning required them to master multiple technology platforms and applications to ensure that teaching and learning could continue effectively. At the same time, they had to manage challenges such as internet connectivity and the preparation of digital teaching materials,” she added.
IMPACT ON WORK PRODUCTIVITY
Maisarah said technostress can significantly affect employee performance and productivity, particularly when technology use is not fully supported by organisations through continuous training.
This situation may impair workers’ ability to focus and lead to prolonged mental fatigue.
As a result, work motivation declines and, in the long term, the situation not only affects the quality of work but can also strain relationships between employees and organisations.
Employees experiencing high levels of technostress also tend to become more defensive and fearful of technological changes, making them less willing to explore or utilise technology as a tool for innovation.
Instead, much of their time is spent adjusting to or struggling with the systems they use, preventing organisations from fully realising the productivity potential that technology can offer.
“In the long run, technostress may also lead to talent loss within organisations. Continuous pressure increases employees’ tendency to leave their jobs.
“When experienced workers choose to resign, organisations not only lose valuable expertise but must also bear additional costs in recruiting and training new employees. At the same time, organisational productivity may decline while new workers adapt to the existing work environment and systems,” she said.
A PREDICTED PHENOMENON
Meanwhile, Senior Lecturer at the Faculty of Technology Management and Business, Universiti Tun Hussein Onn Malaysia, Associate Professor Ts Dr Md Fauzi Ahmad, said the emergence of technostress was expected given the rapid pace of digitalisation today.
He explained that the increasing use of technology across various sectors inevitably introduces new challenges for workers and compels them to adapt to these changes.
“This pressure becomes more pronounced when employees feel less competent in handling new technologies. Therefore, technostress should not be viewed solely as a technical issue, but also as one that involves psychological factors and organisational culture, which determine how technological changes are implemented and accepted.
“We also see systems being developed without taking into account feedback from end users, resulting in designs that are less user-friendly. Training on the use of such technology is often minimal or conducted on a one-off basis without continuity.
“In the early stages, employees are forced to learn new systems while maintaining work performance, eventually causing them to perceive technology as an additional burden rather than a supportive tool,” he said.
To address the issue, he suggested that organisations cultivate a culture of lifelong learning to encourage employees to continuously adapt to technological change while fostering initiative among them to learn new systems.
Continuous training, he added, is essential to enable employees to update their skills and use technology efficiently without compromising work productivity.
“Organisations should view innovation as a gradual process rather than a sudden drastic change. Phased implementation allows employees to adapt to new systems or software.
“In addition, organisational management should provide open feedback channels so that employees can express suggestions and concerns regarding the technologies being used,” he said.
THE REALITY OF THE FUTURE WORKPLACE
Md Fauzi also acknowledged that digital pressure may become part of the reality of future workplaces. However, he emphasised that such pressures do not necessarily have to produce negative outcomes.
If managed well, he said, digital pressure can help workers become more agile and resilient — provided there is a balance between technology and humanity.
He added that the Malaysian government has recently demonstrated strong commitment to strengthening and expanding digital transformation across the country, not only within public sector organisations but also among major companies in line with technological advancements and the needs of the digital economy.
“Digital transformation in Malaysia has accelerated aggressively between 2021 and 2026, driven by the launch of MyDIGITAL and the implementation of the Malaysia Digital Economy Blueprint. Budget 2026, which emphasises the AI Nation 2030 agenda, further demonstrates the government’s commitment to strengthening the nation’s digital ecosystem.
“So as workers, we should not view technology as a threat that will replace human roles. Instead, it should be seen as a new skill to be learned; one that can enhance not only our careers and organisations but also our daily lives by making many tasks easier,” he said.
-- BERNAMA
