Background

Healthcare managers, in comparison with other healthcare professionals, have an increased likelihood of experiencing technostress at work. Since knowledge about the causes and severity of technostress and about the strategies healthcare managers use to handle it is limited, the aim of this study was to describe their experience of technostress and the actions they employ to address it.

Methods

An explorative design based on the critical incident technique was used. In total, 20 healthcare managers (10 women, 10 men) from four hospitals in two county councils in Sweden were purposively selected according to professional background, hierarchical management position, control span, time in the management position, and sex. Semi-structured interviews with regard to critical incidents and actions taken to handle technostress were conducted.

Results

Healthcare managers’ experiences of technostress (n = 279) were categorised related to three main areas. These involved ‘negative aspects of digital communication’ (e.g. high workload, invasion of private life, and negative feelings related to digital communication), ‘poor user experience of ICT systems (such as illogicality of the ICT system, time-consuming ICT system, or malfunctioning ICT system) and ‘needs to improve organisational resources’ (e.g. needs associated with digital literacy, user influence and distribution of work and ICT systems). Actions taken to handle technostress (n=196) were described relating to three main areas involving ‘culture, norms and social support’ (such as good email culture, and co-worker support), ‘individual resources’ (e.g. individual strategies and competence) and ‘organisational resources’ (such as IT-related assistance and support).

Conclusions

Healthcare managers described negative aspects of digital communication, poor user experience of ICT systems, and lack of organisational resources as potential technostress creators. These problems were handled by taking action related to culture, norms and social support, and individual as well as organisational resources. All these features, along with consideration of healthcare managers’ job demands and resources in general, should be incorporated into actions monitored by healthcare organisations to improve or maintain a sustainable digitalised environment for healthcare managers.