FUNCTIONAL HYPERLOAD OF EMPLOYEES IN MODERN ORGANIZATIONS: ECONOMIC AND PSYCHOLOGICAL BASIS FOR THE BLUR OF EMPLOYEE BOUNDARIES

This article analyzes the phenomenon of employee functional overload as a consequence of economic cost optimization, personnel shortages, and managerial cognitive biases (false consensus effect, illusion of controllability, and shifting responsibility). Expanding functional expectations leads to the blurring of job boundaries, emotional burnout, declining decision quality, and the degradation of professional expertise. It is shown that the practice of multifunctionality often masks systemic flaws in organizational design rather than being a sign of flexibility. Approaches to developing a sustainable role architecture through conscious role design, alignment of authority and resources, and the appropriate use of digital tools are proposed.