İşletmelerin en fazla insana dokunan, bu yönüyle kendisine meşruiyet zemini sağlayan paydaşları ile olan ilişkisinde etkili olan insan kaynakları yönetimidir. Yapay zekanın, bilgisayar modellemelerinin, analitik araçların dijital kanallarla işletme süreçlerine adapte edilmesi bu araçlar ve kanallardan sağlanan veriye dayalı kararlarla işletmeyi yönetme ideolojisi insan kaynakları yönetimini de dijitalleştirmiştir. The article concludeswith a discussion on what policies have helped to address some of the issues related to working conditions and what policy measures need to be taken to ensure decent working conditions for workers on digital labour platforms It drawson surveys conducted by the International Labour Organization with about 3000 platform delivery workers in elevendeveloping countries (Argentina, Chile, China, Ghana, India, Indonesia, Kenya, Lebanon, Mexico, Morocco, and Ukraine)to understand howalgorithmic management practicesexert control and undermine workers’ freedoms at work.Itdiscussesthe implications of such a control mechanism on their working conditions, as well as their freedom and autonomy to undertake and perform work. The article buildson the existing literature on algorithmic management and control, by identifying the different types of control mechanisms used by platforms to discipline delivery workers in developing countries. This article analyses the processes through which delivery workers are controlled by the algorithmic management practiceson deliveryplatforms. In the case of delivery platforms, this can take the form of the platform setting specific work targets for the worker that appears as if playing a game on the app, and when the targets are achieved may result in monetary rewards or other benefits like the ability to book higher demand slots. The delivery workers were easy to identify in most countries as they had their branded vehicles, transport boxes or uniforms (jackets, helmets) and were located mainly near restaurants, shopping malls, or waiting points where they would 5 Gamification strategies are motivation techniques that utilize elements from video or app games, such as points, badges, leader boards, among others, in non-game contexts like the workplace, which can be used to increase worker productivity and are under increasing scrutiny for their exploitative potential (see Kim 2018). To ensure heterogeneity within the sample, the interviews were conducted in different neighbourhoods of the city, on different days of the week (including weekends) and during different times of the day (see ILO (2021), Appendix 4 for more details). A la vista de lo expresado, en este artículo reflexionaremos acerca de la dimensión ética de la ludificación y tomaremos como eje de análisis los postulados de diversas tradiciones éticas, en concreto, aquellas que se basan en principios (la tradición consecuencialista y la tradición deontologista) y las que enfatizan en torno a virtudes (la tradición de 2 Tales como emblemas, rankings, niveles, avatares o competición, entre otros (Deterding et al., 2011: 11) 3 Los "diseñadores" son sujetos que crean experiencias ludificadas y que, con frecuencia, ocupan un rol directivo en la organización. Fruto de esto último ha sido la publicación de reflexiones sobre la repercusión que desde un punto de vista ético pudiera tener esta nueva herramienta (Shahri et al., 2014 Raftopoulos, 2014 Deterding, 2014 Selinger et al., 2015 Sicart, 2015 Andrade et al., 2016 Kim, 2016 Kim y Werbach, 2016 Marczewski, 2017 Roper y Thorpe, 2017). Si bien existen voces defensoras del potencial beneficio que aporta implementar la ludificación en una pluralidad de escenarios profesionales (Zichermann y Cunningham, 2011 Brodie et al., 2013), no deja de ser cierto que algunos autores han podido manifestar su preocupación respecto a su impacto emocional y moral.
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