ARTICLES
DOI DOI: 10.66434/ijspsy.v6i2.490

Does gender matter? Techno-complexity, techno-uncertainty, and organisational counterproductive work behaviour among Generation Y employees

Abstract

Existing literature has largely examined technostress as a joint variable, with little consideration of how its specific dimensions (techno-complexity and techno-uncertainty) explain negative behavioural outcomes across different employee generations. This study examines how gender moderates the techno-complexity, techno-uncertainty, and counterproductive work behaviour directed at the organisation (CWBO) among Generation Y employees in a South African State-Owned Enterprise. A survey was conducted with 230 Generation Y employees from a South African State-Owned Enterprise (female = 57%; male = 43%; average age = 34.20 years, SD = 10.12; average tenure = 8.6 years, SD = 6.14) across two data-collection waves over two months. The partial least squares structural equation modeling results showed a significant negative association between techno-complexity and CWBO, and a significant positive association between techno-uncertainty and CWBO. The results revealed that gender influenced the relationship between techno-complexity and CWBO, but it could not affect the link between techno-uncertainty and CWBO. These results align with the Conservation of Resources Theory, which argues that perceived resource loss triggers efforts to conserve resources through various actions. The study suggests that techno-uncertainty can lead to counterproductive work behavior, with gender influencing it. The study recommends training to support technology adoption and digital support initiatives to shape employees’ behaviour. Gender-specific, sensitive policies for technostress management must be implemented to address stress related to difficulties with technology use and upgrades.

How to Cite

Adewumi, S., & Chipunza, C. (2026). Does gender matter? Techno-complexity, techno-uncertainty, and organisational counterproductive work behaviour among Generation Y employees. International Journal of Studies in Psychology, 6(2), 1–9. https://doi.org/10.66434/ijspsy.v6i2.490

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