The research presented in this article aims to identify information technology-related stressors in daily work life that might contribute to burnout. We provide a detailed analysis of techno- and work-stressors, techno- and work-exhaustion, as well as the consequences of and interrelations among these perceptions. Techno-stressors and techno-exhaustion are theorized as antecedents of work-stressors, work-exhaustion, and work-related outcomes, such as job satisfaction, organizational commitment, and turnover intention. The proposed model assesses whether using information technology (IT) or other work-stressors cause exhaustion and consequently negative outcomes in terms of low job satisfaction, low organizational commitment, and high turnover intention. The results of an empirical study with 306 employees show that IT usage causes exhaustion because techno-stressors contribute to techno-exhaustion, which in turn influences work-exhaustion significantly. Our results also reveal that work-exhaustion negatively impacts job satisfaction, organizational commitment, and turnover intention, whereas techno-exhaustion only indirectly causes these psychological and behavioral responses through work-exhaustion. Finally, post hoc analyses identify that employees who use IT as a supporting tool for their daily work process (such as HR workers) report higher levels of techno-exhaustion than employees for whom IT is the core of their work (IT professionals, such as software developers).
This research focuses on the effects of different business process management components in combination with information technology on recruiting process performance. The results of a study of Germany’s largest 1,000 business enterprises (response rate 13.1 %) reveal that business process analysis, business process improvement and the usage of applicant tracking systems reduce recruiting process costs. Specifically, the cycle time of the recruiting process can be shortened significantly through business process controlling and process analysis, and by using an applicant tracking system that supports the design and evaluation of key performance indicators. Business process standardization combined with applicant tracking systems and business process documentation as well these systems used together with business process controlling have a significant positive impact on stakeholder satisfaction with the recruiting process. The general quality of the process can be improved through business process controlling as well as through a combination of applicant tracking systems and business process controlling. Our results reveal that several components of the business process management in conjunction with a supporting applicant tracking system have differing impacts on recruiting process performance. This paper discusses these diverse effects of business process management on process performance and draws implications for information systems success research.