Is the Platform Work Autonomous? The Effect of Online Labor Platform Algorithm Management on Job Autonomy

The increasingly rapid development of organizational culture encourages companies to create competitive products by innovating. The important role of innovation for companies causes companies to demand the contribution of adaptive and creative human resources through innovative work behavior. This study aims to determine the relationship between job autonomy and innovative work behavior. This research method uses a quantitative approach. The subjects of this study were 139 employees of PT. Pupuk Kalimantan Timur and selected using a simple random sampling technique. The data collection method used is the scale of innovative work behavior and job autonomy. The data collected was analyzed with Kendall’s tau-b analysis test. The result of this research show that there is a significant positive correlation between job autonomy and innovative work behavior of employess in PT. Pupuk Kalimantan Timur (r = 0.494; p < 0.05 which means that the higher the job autonomy, the higher the innovative work behavior produced. The practical implication in this research is that through job autonomy which will produce innovative work behavior in employees, it will have an impact on the company in the form of competitive advantage and facing sustainable developments in the global market.Perkembangan budaya organisasi yang semakin cepat mendorong perusahaan untuk menciptakan produk yang bersaing dengan cara berinovasi. Pentingnya peran inovasi bagi perusahaan menyebabkan perusahaan menuntut kontribusi sumber daya manusia yang adaptif dan kreatif melalui perilaku kerja inovatif. Penelitian ini bertujuan untuk mengetahui hubungan otonomi kerja dan perilaku kerja inovatif. Metode penelitian ini menggunakan pendekatan kuantitatif. Subjek penelitian ini adalah 139 karyawan PT. Pupuk Kalimantan Timur dan dipilih dengan menggunakan teknik simple random sampling. Metode pengumpulan data yang digunakan adalah dengan skala perilaku kerja inovatif dan skala otonomi kerja. Data yang terkumpul dianalisis menggunakan uji analisis Kendall’s tau-b. Hasil penelitian ini menunjukkan bahwa terdapat hubungan positif yang signifikan antara otonomi kerja dengan perilaku kerja inovatif pada karyawan PT. Pupuk Kalimantan Timur (r = 0.494; p < 0.05) yang berarti bahwa semakin tinggi otonomi kerja, maka akan semakin tinggi pula perilaku kerja inovatif yang dihasilkan. Implikasi praktis dalam penelitian ini adalah melalui otonomi kerja yang akan menghasilkan perilaku kerja inovatif pada karyawan akan memberikan dampak pada perusahaan berupa keunggulan dalam bersaing dan menghadapi perkembangan berkelanjutan di pasar global.

Given the widespread contribution of independent contractors to organizational innovation and competitive advantage, it is timely to reassess assumptions about the HRM practices appropriate to their management and the rationale for organizations to work with them. In the original and highly influential HR architecture model of Lepak and Snell (1999), contractor status is viewed as an outcome of the low value and/or low uniqueness of human capital resulting in the proposition to externalize and manage them using either none or minimal compliance‐based HRM practices. Developments in digital technologies and algorithmic management epitomized by online labor platforms prompt us to reconsider these assumptions and to challenge the proposed links between value/uniqueness of human capital, employment mode and HRM practices that are assumed by the HR architecture model. Using insights from online labor platforms, we argue that the significant benefits to firms of working with contractors, coupled with the possibilities offered by algorithmic management to efficiently monitor and regulate their behavior, provide a compelling reason for organizations to choose external employment modes even when workers are key to value creation. We challenge the alignment and stability of the relationships proposed by the HR architecture model, and offer propositions to extend the model by reconsidering the rationale for, and nature of, HRM practices associated with contractors. This reassessment is both timely and relevant given the growing prominence of business models where externalizing workers is central alongside the development of new forms of algorithmic human resource management to control them.

While many online labor platforms have adopted algorithms to monitor or control workforces as a new form of algorithm management, there is no academic attempt to empirically examine how the algorithmic control of platforms influences platform workers’ behaviors in a platform context. In this study, we consider how algorithm management affects the platform workers’ response from a Digital Taylorism perspective. Digital Taylorism involves management’s use of technology to monitor workers by assigning and tracking work. Therefore, this study examines how algorithm control influences the platform workers’ response by mediating the tension of work compensation in an online labor platform context. Survey data collected from 216 food delivery riders in South Korea are used to test the model using partial least squares analysis. Our results show that algorithm control affects platform workers’ responses by mediating tensions of platform work compensation. Based upon our empirical findings, we can provide a theoretical perspective to relevant researchers who seek to find a theoretical mechanism of algorithm management. Moreover, we can offer practical insights to practitioners who are interested in algorithm management.

Employees’ psychological well-being is an important factor affecting organizational performance. Thus, through empirical study, the present article investigates the influence of employees’ job autonomy on their psychological well-being. Specifically, personal initiative will mediate this relationship. To examine a series of hypotheses we developed, online survey was used to collect data. Finally, 380 respondents were accepted. Empirical data showed that employees’ job autonomy is positively related to psychological well-being. Namely, the psychological well-being of employees will gain dramatic improvement when they possess high job autonomy. In addition, through the way of path analysis, we revealed that personal initiative plays a role of intermediary mechanism in the relationship between job autonomy and psychological well-being. In last part, we discussed the contribution, limitations, and the directions of future research.

Despite the importance of adaptive performance towards enhancing organizational effectiveness, the role of organizational human resource management (HRM) practices as predictors of adaptive performance remains unexplored. This study examined the predictive influence of training, career planning and job autonomy on employees’ adaptive performance. The study employed a survey method coupled with stratified sampling technique among 265 local government employees in Nigeria. The partial least square structural equation modeling (PLS-SEM) was performed. The study revealed that training, career planning and job autonomy significantly influence employees’ adaptive performance. The results suggested that greater the attention given to employees’ training, career planning and job autonomy in the organization, higher will be their adaptive performance. It was identified that HRM practices are important predictors of employees’ adaptive performance that managers and practitioners need to consider in promoting higher adaptive behaviours in the organization. Implications of the study and future research on HRM practices and adaptive performance are discussed in this article.

This study proposes a model for the analysis of the elements of human talent management in organizations, self-management, job autonomy, decision making and supervision from an intangible asset's perspective based on the assumption that this paradigm of human resource management is more in line with the acquisition and preservation of knowledge. The method used is the meta-analytical and meta-cognitive descriptive based on the conceptual, theoretical and empirical review of the literature. It is concluded that the elements of human talent management in organizations, self-management, job autonomy, decision making and supervision are determinants in the current evolutionary development of organizational efficiency.

Current research tries to investigate the influence of resilient leadership on PWB (psychological well-being) with role of organization-based self-esteem and job autonomy. A diverse sample of 200 employed people served as the source of data for this study. Individuals who are working in a well renowned organization. This study employs a cross sectional research design. It is evident that very rare amount of research being conducted on this particular relationship. By evaluating the combined effects of resilient leadership, PWB (psychological well-being), work autonomy, & OBSE (organization-based self-esteem), study adds to the body of knowledge by drawing on the COR (conservation of resource) theory. Findings prevail a substantial positive link between the resilient leadership & psychological wellbeing as well as significant moderating and mediating relationships. Implementing training programs and interventions focused on developing resilient leadership skills can be beneficial in promoting mental and physical health of leaders, ultimately fostering a positive work environment and reducing burnout.

Promoting and increasing organizational innovation is the key factor of company's competitiveness in the current turbulent conditions. The aim of the paper is to verify the hypothesis, whether the entrepreneurial orientation of business management is effectively related to the organizational innovation of companies and at the same time, whether this relationship is mediated by team connection, work autonomy and building trust between employees and business management. The research sample was 244 managers of medium and large companies in Slovakia. The tool for data collection was a questionnaire survey and the tool for examining the mechanism of functioning of the presumed relationships is mediation with the use of regression analyses and the Sobel test to determine the significance of the indirect effect of median variables. The established hypothesis was confirmed by the study . Full mediation was identified, where up to 88% of the total effect is realized by intermediary variables with a significant influence of building trust and job autonomy. Team connectivity has a negative effect in the indirect effect, which further increases the importance of the other two mediation variables in the mediated transmission. From the controlled variables, management practice was a significant variable. The dependence is positive, i.e., the higher practice of the manager is related to the higher values of the dependent variable organizational innovation.

The first purpose of this study was to examine the mediating effect of job satisfaction on the relationship between job autonomy and innovation behavior. The second purpose was to examine the moderating effect of proactive personality and openness to experience on the relationship between job autonomy and job satisfaction, And the third purpose was to examine the moderating effects of climate for innovation on the relationship between job satisfaction and innovation behavior. Data were gathered from 338 employees who were working in various organizations in Korea. As results, job autonomy had positive relationship with job satisfaction and innovation behavior, and job satisfaction had mediation effect on the relationship between job autonomy and innovation behavior. Proactive personality and openness to experience had moderating effects on the relationship job autonomy and job satisfaction because the relationship was more positive when proactive personality and openness to experience was high than low. Also climate for innovation had moderating effect on the relationship job satisfaction and innovation behavior because the relationship was more positive when climate for innovation was high than low. The implications for research and practice, limitations, and future research tasks were discussed.

Digitalization and demographic change represent two megatrends that impact organizations and workplaces around the globe. Rapid developments in information and communication technology (ICT) are fundamentally changing the ways in which work is conducted. At the same time, workforces are becoming increasingly older and age diverse. Integrating the model of workplace ICT use and work design with socioemotional selectivity theory from the lifespan development literature, we investigate employee age as a moderator of the indirect and total effects of ICT use for task and social functions on self-rated task proficiency and job satisfaction. As potential mediators, we focus on three job-related resources: job autonomy, team cohesion, and task significance. Data were collected from 1761 employees at three measurement points across two months. The results showed that ICT use for task and social functions were not significantly associated with job autonomy, team cohesion, task significance, task proficiency, and job satisfaction, while controlling for baseline levels of these mediator and outcome variables. Job autonomy was negatively related to task proficiency, and team cohesion was positively related, whereas both job autonomy and team cohesion were positively related to job satisfaction. Contrary to expectations, age did not moderate the indirect and total effects of ICT use for task and social functions on task proficiency and job satisfaction. We discuss the implications of our findings for future research and practice regarding ICT use and age in the work context.

Purpose - Based on personality - job fit theory (Kristof-Brown, 2006) and social exchange theory (Blau, 2017) we explaine evidence of the relationship between proactive personality, proactive feedback seeking behavior, and the job performance of platform workers. We also examine the moderating role of perceived organizational support in relationship between proactive personality and feedback seeking behavior and job autonomy as a moderating role between the proactive feedback seeking behavior and job performance of platform workers.
 Design/Methodology/Approach - This study follows structural equation modeling following a partial least square method on a sample group of 171 platform workers selected by convenient random sampling techniques and analyzed by SmarlPLS 4.0 to test research hypotheses. 
 Findings - Research findings show that proactive personality plays an important role in promoting proactive behavior seeking feedback and job performance, and affirms the positive moderating role of perceived platform support between feedback seeking behavior and proactive personality. The study also confirmed that proactive feedback seeking behavior has a direct and indirect impact on the performance of platform workers, and this relationship is further strengthened in conditions of highly autonomous work. 
 Research Implications - Some implications of human resource management on digital labor platforms are also proposed to improve the efficiency of human resource management.

The purpose of this study is to examine the relationship between high‐performance work systems (HPWS) and the work–family interface (i.e. work–family conflict (WFC) and work–family facilitation (WFF)) in a Chinese context. We used job autonomy and self‐efficacy as an underlying mechanism for describing the relationship between HPWS and the work–family interface. Using data from 152 HR managers and 1324 employees, we found that the HPWS was positively associated with both job autonomy and self‐efficacy. We observed that self‐efficacy was an important mechanism to explain the relationship between HPWS and WFF and WFC. We also observed that job autonomy mediated the relationship between HPWS and WFF, but its presence was not significant between HPWS and WFC. One unique contribution of the study is that the authors extended the job demands–resources model to Chinese employees, confirming that self‐efficacy is an important mechanism linking HPWS with WFC and WFF. Practical implications and future research directions are discussed.

We examine the relationships between job characteristics (job autonomy, skill variety, role conflict), work-related attitudes (job satisfaction, organizational commitment, trust in the employer), and organizational citizenship behaviors (civic virtue and altruism) among faculty at UAE-based universities. Data were obtained from 249 participants at 26 universities. Path analysis revealed, as predicted, that job autonomy, skill variety, and role conflict impact faculty job satisfaction, organizational commitment, and trust. Also, when job satisfaction, organizational commitment, and trust were examined simultaneously as mediators of the job characteristics-citizenship relationship, only organizational commitment was significant. Job autonomy had both direct and indirect effects on civic virtue, but only an indirect effect on altruism. Skill variety had direct and indirect effects on both civic virtue and altruism; whereas, role conflict had only indirect effects on these outcomes. The practical and theoretical implications of these findings are discussed and directions for future research are offered.

The performance of local government employees plays an important role in carrying out government functions and providing quality public services. This study aims to analyze the relationship between Transformational Leadership and Job Performance, focusing on the mediating role of Work Engagement and moderating Job Autonomy in the context of employees of the Sumenep Regency Government. Although the Sumenep Regency Government achieved an Unqualified Opinion (WTP) on the financial report, challenges in the form of ethical violations and low productivity remain. The research method used a questionnaire to collect data from 81 employees with the Slovin sampling technique, ensuring the representativeness of the results. The results of the analysis showed that Job Autonomy had a significant effect on Job Performance (O = 0.555; T = 5.551; p = 0.000), while Transformational Leadership did not contribute directly to Job Performance (O = 0.038; T = 0.468; p = 0.320). This study is expected to provide new insights into the mechanisms that affect employee performance in the public sector and suggest the application of the transformational leadership model as a strategy to increase employee work engagement and performance, as well as increase accountability and transparency in the management of public resources.

The Next Wave of Digital Innovation: Opportunities and Challenges: A Report on the Research Workshop 'Digital Challenges in Innovation Research'