<p>Although the effects of electronic performance monitoring (EPM) on employees have been extensively documented, there remains a limited understanding of how employees proactively respond to it. Drawing on activation theory and compensatory theory, we aimed to explore employees’ response strategies to EPM in the work and life domains through two multi-wave studies in China. In Study 1 (<i>N</i> = 348), we found an inverted U-shaped relationship between EPM and employee job crafting in the workplace, while EPM also positively predicted employees’ bedtime procrastination in the life domain. Additionally, performance pressure mediated both pathways. We also found that supervisor bottom-line mentality (SBLM) acted as an important boundary condition, shifting the inflection point of the inverted U-shaped indirect effect of EPM on job crafting through performance pressure to the left. Moreover, SBLM moderated the indirect effect of EPM on bedtime procrastination through performance pressure, with higher SBLM strengthening the mediating role of performance pressure. These findings were replicated in Study 2 (<i>N</i> = 318). By identifying job crafting and bedtime procrastination as the two strategies employees adopt to cope with EPM, this study offers theoretical and practical implications for organizational managers and provides directions for future research.</p>