<![CDATA[Digital presenteeism has emerged as a critical yet underexplored phenomenon in contemporary organizational behavior, particularly in the context of the hybrid work era accelerated by the COVID-19 pandemic. This study examines the concept of digital presenteeism—defined as the condition in which employees remain digitally visible and apparently engaged while simultaneously experiencing diminished actual productivity—and its multidimensional effects on employee performance and well-being. Using a quantitative cross-sectional design, data were collected from 287 hybrid workers across multiple industries via structured online surveys using the Stanford Presenteeism Scale (SPS-6) and the Utrecht Work Engagement Scale (UWES). Multiple regression analysis revealed that always-on availability (β = -0.312, p < .001), digital visibility anxiety (β = -0.278, p < .001), work-life boundary violation (β = -0.241, p < .001), and supervisor digital monitoring (β = -0.189, p < .001) significantly and negatively predicted perceived productivity, while employee well-being was a significant positive predictor (β = 0.334, p < .001). The model explained 48.7% of variance in productivity (R² = 0.487). Findings underscore the urgency for organizations to establish evidence-based policies addressing the psychological costs of digital presence performance in hybrid settings, and contribute novel empirical insights to the emerging literature on virtual presenteeism and hybrid work management.]]>
