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Particularities in email activityStudies were returned to the SLR were based on participants who worked in both the commercial and non-commercial sectors.
and public-sector institutions, ranging from high-tech companies to education Poland quality email lists
establishments that range from small businesses to global corporations in both
Full-time and part-time positions. Despit it being the case that Barley and colleagues. (2011)
It was concluded that there are no distinctions between the people from different jobs.
and demographic background and their socio-demographic backgrounds of how 79 workers in the field and their demographic backgrounds, in their st udy of how 79 knowledge
using work email using work email. However, the majority of research from this SLR would not agree.
In the documents examined, consistent evidence was found that one’s job responsibilities are a factor
and status, demographic characteristics and even personality, all have an impact on
how employees deal with how they deal with.
7.1.1 Role and status of the job
The research on email usage typically focuses on the experience of information
people, including academics high-tech workers, likely to be the most
The report states (perhaps due to the eas that they are access through
researchers). Academics are said to have a lower likelihood be active in their research.
embedded email use, in comparison with non-ac epidemics (Pignata and co. 2015) in spite of
The fact that they appear to read and send more emails (Dabbish and co. 2005;
Pignata et al., 2015). This may be because of the negative stigma that is associated with
their availability and willingness to incorporate their availability and willingness to integrate (Pignata
and. (2015)). A lot more research is needed to determine why academics are prone to
are affected by this load and how it differs from other occupational groups.
High-tech workers on the contrary on the other hand, seem to be more accepting of email.
embedding it into their everyday work (Barley and others. 2011, 2011; Im, 2008; Sumecki and colleagues.,
2011). The study found that even though they have more email volume than other
groupings of occupational workers (Sevinc and D’Ambra 2010) High-tech workers
They believe they are competent in managing and staying up with the use of email
(Venolia et al., 2001). Effective strategies that are active in their engagement (Barley and al.,
2011. Kalman as well as Ravid 2014) and a sense of confidence about the use of email (Venolia
and. 2001) specifically foresee such perc eptions. In the event that they are absent,
High-tech workers are equally vulnerable to strain and overload.
Mano and Mesch (2010) have reported that they conducted the comparison of managers to other employees
In their research of 354 participants. managers reported receiving and sending

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the majority of emails. managers are also likely to be the recipients of personalized emails. Managers are also more likely to receive personalised
(Bellotti and co. 2005) (Bellotti et al., 2005), whereas other studies show that they have an extremely high amount
of the unpersonal of the impersonal (K imble of the impersonal ‘cc’ (K imble. 1998; Mazmanian and co. 2005). This is
It could be a positive thing, however, such Waller Ragsdell and Waller’s (2012) study showed that
Managers have a greater fear of not being noticed’ (FOMO) and so they are more likely to engage in
Out-of-hours email for work in order so that you don’t miss crucial details. Similar
Managers, Waller to managers, Waller Ragsdell (2012) have reported to managers that servers that are too long in
Organizations consider out-of-hours emailing to be essential to perform the job.
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no longer engage in such activities no longer engage in such activities, and seem to be doing so because of an more intense FOMO
motivation.
Additionally, part-time workers were identified by two research studies as receiving of full-time
large amounts of emails in spite of their shorter hours (Pignata and Co. 2015 ); Ramsay and
Renaud 2012). Two of the participants who were part-time in our interviews for sense-checking
had checked their email on their mobile in the off hours and as a Participant I
This is due to the fact that they are unable to stay up with the proportionally bigger
quantity of emails they receive. Because part-time workers are more likely to receive more emails
to handle when “officially at work to deal with when working either to make it easier or increase
Workload allocations to handle email for workers with part-time jobs or for those who use email
managers should be able to block incoming messages for part-time managers who are not present
away from working (Pignata and co. (2015); Ramsay and Renaud 2012).
7.1.2 Demographic characteristics
The majority of the demographics that are discussed refer to the varied experiences of the older generation versus
younger workers. The younger workers seem to be more comfortable way of emailing
(Fallows 2002 as the report of our Pa participant K) (Fallows, 2002; and reported by our Pa rticipant K make use of
People with less email use less than those with more (Higa and colleagues, 2000 Sevinc and D’Ambra 2010) and
Are more likely to believe they require more likely to think they need email education (Dawley and Anthony 2003). In the same way,
as previously noted, older ers have more work-family tension as they age.

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engage email out-of-hours (Turel et al., 2011). This could be due to the fact that older
those with spouses/partners or spouses/partners who have dependent children; i.e. there will be more
affected by out-of-hours emailing behaviours (Turel and others. 2011, 2011; Waller and
Ragsdell, 2012). In addition, conflict in the family at work may be due to lower levels of
the possibility of older workers integrating email into their regular routine of work (and
Therefore, it is a reason why it creates problems when work emails are taken into the home The Fallows family,
2002). The absence of embeddedness implies it is possible that workers who are older are less prone to being harmed.
in the process of developing an addiction to email when compared to younger workers (Turel and co.,
2011) Although our Participant C noted that younger workers seem to be less
“stuck” in email and being more flexible with the use of other forms of communications
media. The use of active, embedded email is common among those with a high school education.
Highly paid and well-paid employees; they tend to be located in large companies and
are expected to work more hours (Fallows 2002).
There are some similarities made between the lives of males and females.
Being a woman and a parent doesn’t have an effect on stress related to email and work
effectiveness (Mano and Mesch effectiveness (Mano and Mesc h., 2010). This could be offset by various
Strategies for managing emails at work: women have more time looking at emails.
Email, however men are involved in more frequent emailing out of hours due to FOMO (Waller and
Ragsdell, 2012).
7.1.3 Personality
Providing some of the most convincing evidence to show that it is in the way we view our capacity to
Manage email that affects our ability to manage email. Also, conduct study into
the personality of individuals sends a constant message. Particularly self-esteem
and self-efficacy seem to play a significant role. Self-esteem is a key factor in the self-esteem of our
Our own subjective perception of our self-worth. People with higher levels of self-esteem
are more confident about the email they receive (Hai r and al. 2007, 2007) and are less likely to make a mistake in reporting
being overwhelmed by emails (Sevinc and D’Ambra, 2010,). People with high self-esteem
The people with low self-esteem are less likely respond quickly to an email , or be overwhelmed by it
(Hair et al., 2007). Self-efficacy refers specifically to one’s personal conviction in the self-efficacy of one’s
skills and abilities. More proactive emailers possess greater self-efficacy and competence

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and more effective email management strategies (Huang and Lin 2014) and higher levels of email management (Huang and Lin, 2014).
of self-efficacy of email to predict more efficient time management for emails, and better control
in the context of email and at work (Huang and Lin in 2014).).
The combination of self-esteem and self-efficacy 17 to measure the fundamental self-esteem,
Reinke as well as Chamorro-Premuzic (2014) discovered that positive self-evaluations are a positive part of self-evaluation.
forecast lower levels of overload reported and burnout due to email. Worriers on the other hand, have
On the other hand, they believe them to be overwhelmed (exacerbated by the volume of their emails).
volume is higher) (Jerejian et al., 2013) . Conceiving that one’s self to be greater
the capacity of individuals to handle emails means that employees are less likely to experience
the capacity is overloaded when volumes rise (Sumecki and others. in 2011). Insufficient capacity was the reason for this (Sumecki et al.,
It was discovered to be a problem by two study participants:
“…I do not believe I’m able to manage my emails
effectively. I find that many times that I’m looking at it when it’s long
email, instead of reading it, and that can help things. However
Sometimes, I get the feeling that you’re scrolling through emails very quickly, or
When you are glancing, you can be unable to see important aspects. This is why I don’t like
I’m just as efficient as I can have been if there were fewer emails to handle”
(Participant I).
“My husband is… as an operator in operations services. He isn’t able to access the
ability to handle emails. His strategy is to deal with emails on every
Every payday, he deletes his email account. If it’s not taken care of, it’s gone.
goes. He does not have the capacity to handle the sheer volume of
the emails the recipient receives. He then deals with the issue in this manner and, if it’s
vital that it is returned by” (Participant of the E).
Alongside the measurable personality traits, researchers have discovered that
There are personal variations in the ways of managing that are used to address
email (Hair and co. 2007, Kalman Ravid and Ravid in 2015, Whittaker as well as Sidner 1997).
All in all, employees who are active in managing their email accounts, are more likely to be
to have a positive experience when using to have a better experience with email. For those who are up with their email
by actively managing their inbox and routinely cleaning their inboxes, they will see a decrease in the size of their emails
inboxes, less messages unread and faster responses to er (Kalman as well as Ravid,
2015). They are more able to handle high amounts of email (Kalman Ravid and Ravid,
2015) They believe that email can make life easier for them (Renaud and colleagues. 2006) and
Have less perceptions of overstimulation (Sumecki and co. in 2011).

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It is then possible that employees believe they can manage their email and even see
It is a crucial aspect of their job as a result, they are more likely to use strategies that can assist them.
feel more in control, as well as less inclined to view the email in your work as potentially an issue. However,
perceptions of the activity of emails and the actual data reported by the use of objective measures
Not all alignments are aligned and sometimes they do not, as the following section explains.
7.2 Subjectivity of load and strain
There is generally a lack of scientifically sound research findings to support
what objective measures of email usage impact on perceived stress and stress. The most
Many of the studies and surveys that are reported in the SLR of the SLR rely on self-reporting data to determine
whether individuals have a high email load or are feeling stress. This indicates
If one has a specific mindset or personality (e.g. self-esteem or self-esteem)
17 This is accompanied by a sense of control (feeling that you are in control over your life’s outcomes) and low
Neuroticism (being emotionally stable and calm).
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effectiveness, and viewing emails as critical to work) the perception of strain and load could be
less, even though higher, even if objective volumes are higher . However, Brown and co. (2014) declare that
Overload and strain perceptions can be more crucial to document than the objective
numbers (because it is the way one sees threats to well-being which results in
Actual experience of strain as per the model of stress that is transactional Lazarus
and Folkman and Folkman) and Folkman, 1984). how reality’s objective aspects fit with one’s own perception.
perceptions, we can get an understanding of the way the subjective experience influences
stress. Yet, as can be seen in the below-mentioned studies the results are not always accomplished from
the information collected.
For instance, a study conducted by Kalman as well as Ravid (2015) employed an objective-based monitoring
software that records real-time email volumes and processing mechanisms for more than 7,700
workers. The authors discovered that people with the highest volume of email had the ability to
to be able to cope effectively to deal with their issues, they could adopt strategies to regularly clear their inboxes,
reacting quickly and processing non-read messages swiftly and quickly. But, it could be
fascinating to learn how volumes and strategies can be objectively measured.
affected workers’ perceptions of load and strain. If the perceptions are objective and
When subjective ratings are compared , they don’t always match. For instance,
Renaud et al. (2006) requested workers to determine how often they check their emails
and then compared it with an objectively-derived monitoring software figure. The workers
The expectation was that you check your email at least once an hour, however, in actually it was much actually more often.
approximately one time every five minutes about once every five minutes, which is a huge under-estimation. Similar findings,
The following report shows a misadjustment of the objective measurement of
physical strain and wellbeing (Marulanda-Carter in 2013,).
7.2.1 Workload volumes

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Participants in our study on sense-checking were very different in their perception of what they were experiencing.
They’d feel overwhelmed due to the volume of emails. For participants in C or D they would feel overwhelmed by the volume of emails. more than
1000 emails in your inbox is way too much however, participants L and F can cope with
Up to 20 emails can be found in the inbox, participant J, with up to 30emails and participants E and K with up to 30. Participants E and K
that could be as much as 50. Then, the participant E could be a bit more difficult to handle and
Clear their inboxes. Participants L also uses their inbox to gauge the level of their email – sending a signal
or if they’re trying to manage too the amount of work. If their inbox is spilling over
It serves as a signal that the workload must be in a way to indicate that the workload must be adjusted.
Kimble et al. (1998) along with Thom as well as. (2006) affirm that it’s not just the case that it is not
quantity, length, or amount of email that can create perceptions of loads. More so
It is the contents of the email that is the issue (e.g. I am ambiguous in my ssage Brown and Co. 2014)
and the implied tasks and the tasks inferred and the tasks inferred that create a sense of. Participants A B, C, and H and the tasks inferred from them that create a sense of overload.
The study suggests:
“[II am stressed due to work, but these emails are merely tiny
Part of it. It’s just messages, messages. I get
Sometimes I feel a little depressed when I come across something from three
months ago that I should had time to attend to, or am extremely frustrated
me when it’s someone else’s demand to be compensated and I’m
taking money from someone else’s due to my inefficiency
of not completing stuff and then it falls in such a way of not getting through stuff that
I haven’t got to it on my ‘Friday-afternoon-search-through-my-
emails'” (Participant A).
“…there’s stress or pressure in the workplace but it’s not the same as stress.
Through email, it takes on the obligation of entering the details of
Plan to meet a deadline and resolving problems the way to do it in terms
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of having an event that we’re involved with as we try to work it out
Problem – that could be the sole cause of stress in the workplace. It
It is not likely to originate directly from the mailer …” (Participant A).
“I would not say that I am overwhelmed] from my email; however, I do get overwhelmed by
I would guess that it is due to the duties that email can bring. If you’re an
Quick response, then great. Some may require more time or take longer to respond.
It’s a source of irritation. It’s not due to the volume of emails
Why I’m stressed. It’s possible what’s in the email might be”
(Participant H).

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To illustrate further the point, the SLR shows that people who see email as vital,
Process more of it, and/or have a high level of interactional complexity in their work (i.e.
require communication and coordination with others) Also, appear to be experiencing
more frequent reports of emails overloaded (Dabbish and Kraut the year 2006) or decreased productivity
(Higa et al., 2000). Furthermore, a more sophisticated file system for email (Dabbish and
Kraut 2006) in addition to assignments being delegated, requests being issued, and shifts
email recipients joining or leaving the chain (Thomas and co. 2006) All of them created the impression of
of oversaturation.
Sevinc and D’Ambra (2010) find that email volume does not indicate overload,
in the event that differences between people are compensated for when differences between individuals are accounted. Reinke as well as Chamorro-Premuzic (2014)
I would be inclined to be in agreement. In their research, they discovered that differences between individuals were considered, they
The perceptions of load subjective are accounted forby the volume of emails and importance, access
and norms are regarded as indicators of. Particularly, those who have lower self-esteem and norms are not considered to be predictive.
Evaluations (see the section 7.1.3) can also be more likely to suffer from stress and
burnout (a measurement of excess or long-term strain). In a different study, Dabbish was found to be the cause of
Kraut (2006) discovered that people with higher levels of autonomy experience lower perceived
overload. Additionally, “worriers” with greater volumes of email reported are more likely to suffer from
reported overload (Jerejian et al., 2013). In our sense-checking study, Participant
D was eager to present himself as ‘in controversy with in his email’ even though he acknowledges
due to not having the time to manage the amount of emails that he receives
“[I amin control, but am overwhelmed by the volume of emails however
Yes, I’m it’s all under control. I know what I’m supposed to do with my email, it’s just
the time it takes to complete.”
This contrasts with a friend from Participant A who finally had decided to send an email
use had broken beyond repair. In the end, she requested that he not give her any
More emails after she was tired of it , and wanted to stay in touch with
People who text.
All in all, this research suggests that email is a source of communication and personal
These differences affect perceptions of email overload to a greater or
more than the volume of email and ti me data. But, as with the majority of the
studies reported collected self-report (e.g. value-added subjectively) data, and we
I would recommend that any future revisions to ch are required to be able to evaluate the results objectively
The data was compiled on the volume of work and processing times in conjunction and load perceptions, in order to understand the full
Learn the relationship between the variables in this.

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The SLR produced fewer studies that examined the effects of st rainfall instead of overload as the case may be.
measurement of stress in email. But, Brown et al. (2014) discovered that the they reported volumes
The use of email directly predicted overload of email and then proceeded to predict emotional
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exhaustion as a measurement of stress. Utilizing their own measures of stress from work Mano
as well as Mesch (2010) connected’stress and stress’ to workers’ self-report information about their email usage and
content. They observed that the more email was sent and a higher volume of email
the volume of data over time could predict the increase in volume over time predicted a. Contrary to overstress,
It is believed that the amount of email could be directly related to strain
response.
In the two studies above, the strains were reported by the individual, not based on
Based on the basis of objective data. A very small sample the dimension (N=18) on objective data. (2013)
The study used physiological measures to assess tension (blood stress, pressure, the heart rate) and
This was compared with self-reported stress (negative well-being) for workers who report stress who
Accessing their email. The researcher found that some employees had an increase in
physical strain that occurs during use of email but with reported lower levels of stress
in the same time frame in the same time frame, and the reverse. This suggests that email use could be a risk
Increased arousal, but it shouldn’t necessarily be taken to mean the person is suffering from low well-being. Also, on a
very small sample size (N=7) Mark et al. (2012) found lower blood pressure
when employees were shut off from their emails, in contrast to when the email was turned off.
It is necessary to conduct further research using larger sample sizes in order to comprehend what
The physiological parameters are related to the volume and perceived stress. It is possible that
The process of dealing with emails can stimulate the people to be positive in their manner which is why stress did not occur.
In the previous study, it was reported that email was not arousing that arousal levels were not as high when email was eliminated
in the final study.
7.3 Summary
The third issue of individual differences in the Experience of Email,
interesting findings suggest that they are:
The characteristics of email activity vary widely.
For example, high-tech workers are more integrated,
Confident and in control of their use of emails; teens are more confident and controllable when they use email.
More and have less family boundary issues, managers
Process more emails
The subjective nature of the load and stress
The perceptions of load and stress are not always in line with what is actually happening.

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In reality, you might think you’re doing fine with the situation, but you actually the reality is you aren’t.
under pressure – and vice under stress – and vice versa.
Summary of the results
In synthesising findings of the quantitative, qualitative and mixed methods
research studies that were conducted in the SLR together with the sense-checking interviews
We conducted a study, and that we conducted, three major themes emerged (comprising 10 sub-themes) that
influence the way people use workplace email. We are confident that these topics
They are applicable to adults who work with work email and hailing from a variety of jobs
roles, organisations , and social backgrounds. The interplay between the two is a matter of
These themes suggest from a socio-material point of view how people’s use of
The evolution of email is evident and what it could alter as technology improves. We recommend
The framework we have created can be a useful method to understand the fundamental
influence on the use of strategic emails when it comes to interviews and SLR impacts on strategic email use, which when applied to interviews and SLR
let us organize our knowledge of how, why we should do it, and when to whom emails from work
strategies have positive and negative effects on various outcomes. This was the main point.
Our research’s goal.
In this chapter, we put together the findings from Chapters 5-7 to
summarize: (i) when work email can cause issues for individuals, (ii) when work
Email has positive effects for individuals, (iii) whether there are specific groups
that can be affected more or less by work email, and (iv) the extent to which
Strategies are associated with positive and negative outcomes in relation to the way they are implemented.
People deal with email at work. The email is organized into four sections which present
Four summary tables (‘Table 3’) to provide an easy source of information. In “Table
7 Key groups of workers that are affected differently by email usage’ can then
Differentiate the experiences of different groups with respect to email, and also how
It affects their objectives. The findings are that are presented within these tables
is provided in Section 8.6.1 for an overview of how productivity is measured.
and well-being in general and overall wellbeing are affected by various email strategies to improve wellbeing for all.
people.
8.1 The connection between email strategies and well-being
results
Psychological well-being refers to an emotional state that is positive and can be
This is evident in the people’s satisfaction with their jobs as well as their work-related engagement and low levels of stress (e.g.
being in control of one’s work, and a manageable work load). The strategies are
Employers use the same method (as mentioned in the studies retrieved from the SLR) which were discovered
to be in a positive relationship with various aspects of well-being (see outcomes
column) are described as follows: Table below together with examples of studies demonstrating this
inside the SLR.

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Table 3. The connection between strategies for email and positive well-being
results
Positive Repercussions on Wellbeing
Outcomes and Strategy Study Example
There is a low amount of reported overload using email as a way to work
essential tool
Sumecki et al., 2011
Active checking and
removal of the email
Inbox
Dabbish along with Kraut,
2005; Kalman as well as Ravid,
2015; Pignata et al.,
2015; Renaud et al.,
2006
Training and implementation
techniques to make better use of email
Sevinc and D’Ambra
2010
High-reported control Control of more emails Barley and. in 2011,
Received email training
that improves self-efficacy
Huang et al., 2011
Checking in on email
Outside of work hours
Middleton as well as Cukier,
2006; Pignata et al.,
2015; Renaud et al.,
2006; Wajcman; and
Rose, 2011, Waller and
Ragsdell, 2012
Low-reported strain Active use of email (filing,
responding, etc.)
Marulanda-Carter, 2013
High Work Engagement Active Email with embedded
Utilization
Fallows, 2002; Turel et
al., 2011
Active use of smartphones
using an email address for work
Turel et al, 2011
8.2 The connection between productivity via email and productivity
results
We define productivity as the result of an individual’s work at a high level
Performance, such as generating outputs that exceed the average. This is due to
the impact it has on team productivity, the results related to building/fostering teamwork
These relationships can also be considered as important for the productivity of workers. The
Strategies employed by workers (as mentioned in the research studies that were returned from the
SLR) that were discovered to be in a positive connection with the work of individuals
the performance of relationships and building relationships (see the Outcomes column) are described in the
Table below, as well as some examples of studies that have reported this information in the SLR.

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Table 4: connection between strategies for email and positive
Productivity outcomes
Positive Effects on Productivity
Outcome and Strategy Example Study
A high level of work
Performance
Utilizing email for way to work
crucial tool
Dabbish et al., 2005;
Russell and others. 2007, 2007
Active email with embedded emails
Utilization
Im, 2008; Mano and
Mesch, 2010; Middleton
and Cukier and Cukier, 2006;
Nurmi 2011, 2011; Skovholt
and Svennevig, 2006.
Quick responding Mazmanian et al., 2005;
Renaud et al., 2006
Adapting email strategies
because of experiences
Bellotti et al., 2005;
Dawley as well as Anthony,
2003; Fallows, 2002;
Im 2008. Skovholt and
Svennevig, 2006
Participating in training via email Soucek and Moser 2010,
Emails that are not addressed
hours in global work
Nurmi, 2011
Managers modelling pro-
email behaviours (impacts
others)
Higa et al., 2000
Employing
automatic/shortcut
strategies
Im, 2008
Effective work
Relationships
Quick responding Barley et al., 2011;
Nurmi, 2011
Being accessible
out-of-hours
Mazmanian et al., 2005;
Middleton as well as Cukier,
2006
Active email with embedded emails
Use
Fallows, 2002; Skovholt
and Svennevigin 2006
8.3 The connection between strategies to manage email and wellbeing issues
results
Negative wellbeing is a term used to describe higher amounts of anxiety (e.g. being stressed from work,
or inability to exercise control over the jo b) or less levels of activity
engagement. The outcomes were described within the SLR procedure (see the Appendix I).
Strategies employed by employees (as mentioned in the research studies that were returned from
SLR) which were found to have a negative correlation with various aspects of
Well-being (see outcomes column) are listed on the table below as is
examples of studies that report this studies that report this SLR.

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Table 5: relation between strategies for email and wellbeing issues
results
Negative Effects on Wellbeing
Outcomes and Strategy Example Study
The highest reported overload is Active Email with embedded attachments
Utilization
Barley et al., 2011;
Dabbish along with Kraut,
2006; Mazmanian et al.,
2005; Nurmi, 2011
It is not often that you access
Email
Pignata et al., 2015;
Sumecki et al., 2011
Addictive mobile use
(e.g. constant checking)
Turel et al., 2011
Sending task-laden or
ambiguous email content
(impacts on other people)
Brown and others. 2014;
Dabbish as well as Kraut,
2006; Kimble et al.,
1998; Thomas et al.,
2006
The strain is reported to be high. Marulanda-Carter, 2013,
Giving in to
Pressure to act
Quickly
Brown et al., 2014; Hair
et al., 2007; Mazmanian
et al., 2005; Nurmi,
2011; Thomas et al.,
2006
Engaging in non-working hours
Email
Mazmanian et al., 2005
Managers modelling out-
of-hours emailing
(impacts on other people)
Waller as well as Ragsdell,
2012
Work-family conflict Use of email for work
Outside of working after hours
Mazmanian et al., 2005;
Middleton as well as Cukier,
2006; Turel et al., 2011
8.4 The connection between strategies for email and productivity decline
results
Strategies employed by employees (as described in the studies that were returned from
SLR) which were discovered to be in a negative correlation with the productivity aspects of
individual performance in work and relationships building (see the Outcomes column) are
The table below outlines the details as well as examples of studies which report on this issue in the SLR.
57
Table 6: relation between strategies for email and negative
Results of productivity
Negative consequences for productivity
Outcomes Associated with Strategy Study Example
Work-life balance is low
Performance

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Sending reactive email
(i.e. rapid response)
Jackson et al., 2003;
Mark et al., 2012;
Mazmanian et al., 2005;
O’Kane, and Hargie,
2011; Sumecki et al.,
2011
Making decisions while
Emails are backed up
Ingham, 2003
Inadequate use of email
software programs
Bellotti et al., 2005;
Cockburn et al., 2001;
Dabbish et al., 2005;
Venolia et al., 2001
Ineffective work
Relationships
The use of absent-presence Middleton as well Cukier,
2006
Finding unread emails and
applying pressure
react to other people’s comments
Barley et al., 2011;
Ramsay as well as Renaud,
2012. Skovholt and
Svennevig, 2006
Utilizing cc and bcc functions Kimble and colleagues. 1998;
Ramsay along with Renaud,
The year 2012, Stevens and
McElhill, 2000
Broadcasting broadcasting work actions
(e.g. in the reply-to-all)
O’Kane, and Hargie,
2007. Ramsay and
Renaud, 2012
The Marulanda-Carter email audit trail continues to be traced. 2013,
Sending messages that are poorly written
emails with a confusing tone
or language
Brown and co. 2014;
Nurmi, 2011; O’Kane
and Hargie and Hargie
Ramsay along with Renaud,
2012
The delegation of tasks through
email, but without
consent/negotiation
Marulanda-Carter,
2013; O’Kane; and
Hargie, 2007; Stevens
and McElhill and McElhill
“Hiding” behind email addresses to
handle delicate and delicate
complex problems
Fallows 2002; Pignata
and. (2015), Ramsay
and Renaud and Renaud
8.5 Important groups of employees that are impacted differently by the use of email
The approaches employed by workers may be influenced by differences between individuals in
the demographics of the population, job function and personal characteristics. We discovered that a variety of strategies worked.
More or less likely to be used by various groups of workers defined
Based on these personality according to these person characteristi. Table 7 below gives a brief overview of the
Groups of workers were identified within the SLR as having a certain method

Poland email lists

They distinguished themselves that distinguished them from their co subordinates. They are what should be
Interpreted in light of Tables 3-6, since certain types of workers could be more or more or
most likely to reap the rewards of a positive outlook and increased productivity likely to reap the benefits of positive wellbeing and productivity, based on
58
on their probability of using the appropriate strategies. For example, if younger
People who work in the field are more likely to participate with embedded email They may also be more likely to use embedded email.
most likely to experience more positive levels of well-being and productivity.
This strategy-use.
The tables that summarize this chapter provide an overview of the strategies for working emails, defined as
which is specifically connected to the wellbeing of people and their productivity as a result of this
research project. It is based on discover in the SLR and is supported by the
remarks of our interviewees for sense-checking. The tables in the summary let us examine the comments of our sense-checking interviewees.
Answer the research question “What strategies do you employ to be effective?”
How do you manage your email at work?” and focus on specific outcomes that are relevant to specific groups. In
In analyzing these strategies it is crucial to determine the impact each strategy will have
Both negative and positive consequences. For instance, the act of recommending a plan can have both positive and negative consequences.
that could improve well-being however, the loss of productivity is unlikely to happen.
useful. We summarize every strategy and their results in the
section below, to provide a comprehensive outline of how to adopt different
Email strategies can affect both the quality of life and wellbeing and the way this could affect wellbeing.
impact different workers.
8.6.1 A brief overview of the main themes that affect the efficacy of work-related email.
strategies
A culture that regards email as essential to work and encourages active, integrated
Use indicates that people are more likely to be able to deal with
greater volumes of emails in addition to – particularly more so if they use strategies to
frequently processing work emails is less stressful and will experience a greater
control and higher productivity.
However, standards for speedy responses appear to put too much pressure on
people. While quick response may show the respect of others, it’s not always the best way to do so.
Normal use also can cause stress as people worry about backlogs of email
the process of building.
A careful and effective management of the an active, embedded use of important work-related email is
is required as this could lead to the normalisation of
techniques and processes that increase efficiency, but it could be a catalyst for
The development of addiction behaviour the development of addictive behavior and impede work-life balance
balance.
There is, of course, personal differences as to the degree to which the above
applies.
For instance, people who have higher levels of self-esteem or self-esteem.
efficiency is less likely to suffer oversaturation.
o Newer and more advanced workers include an active, integrated
The use of email is now integrated more seamlessly in their daily lives.
Managements have a higher likelihood make use of email during off-hours.
In order to encourage the use effective e-mail strategies and to create a culture
This is supported by the fact that while experience may engender
improvement, management models, and training are a good example.
effective.
Chapter 9: Learning Points and Future Research (Chapter 9, entitled Learning Points and Future Research) will now provide
suggestions on how researchers and practitioners can use and develop these
results to benefit businesses and email-based workers.