Understanding and shaping the future of work with self-determination theory

In the paper

“Most research conceptualizes team virtuality as a construct with two dimensions: geographical dispersion and reliance on technology153,155.”

What the sources say

• Supported

  The Conceptual Model section (page unavailable) identifies dispersion and technology dependence as two dimensions common to researchers’ conceptualizations of virtuality. The Virtual teams section (page unavailable) describes team research in terms of geographic dispersion and reliance on communication technology. (LLM, conf=0.91)

  cites [153] Raghuram, S., Hill, N. S., Gibbs, J. L. & Maruping, L. M. Virtual work: bridging research clusters. Acad. Manag. Ann. 13, 308–341 (2019). source
• Disputed

  In the “Rethinking Virtuality” section (page not provided), the paper’s review says that multidimensional definitions range from two to six dimensions, with the largest group—11 of 25—identifying three, not two. Its table includes geographic dispersion and technology mediation as one proposed two-dimensional definition, but does not present that definition as the one used by most research. (LLM, conf=0.90)

  Checked by a reasoning model — may be wrong.

  cites [155] Foster, M. K., Abbey, A., Callow, M. A., Zu, X. & Wilbon, A. D. Rethinking virtuality and its impact on teams. Small Group. Res. 46, 267–299 (2015). sourceExperimental — accuracy not yet measured

In the paper

“Meta-analytic evidence shows that satisfying these three needs is associated with better performance, reduced burnout, more organizational commitment and reduced turnover intentions8.”

What the sources say

• Supported

  The meta-analytic summary in ‘Relations Between Needs and Outcome Variables’ (p. 16) reports that each need is positively related to performance and affective commitment and negatively related to turnover intentions; its burnout results (p. 17) show negative correlations. The separate RW analyses (p. 19) find a contrary pattern for competence on commitment and turnover intentions, but the claim accurately describes the reported meta-analytic associations. (LLM, conf=0.92)

  cites [8] Van den Broeck, A., Ferris, D. L., Chang, C.-H. & Rosen, C. C. A review of self-determination theory’s basic psychological needs at work. J. Manag. 42, 1195–1229 (2016). source

In the paper

“However, under conditions of uncertainty, individuals will benefit from showing cognitive flexibility, creativity and proactivity, all behaviours that are more likely to emerge when people have self-determined motivation40,41,44,46–49,57.”

What the sources say

• Partly supported

  The Reason To Motivation section (pp. 10–11) says intrinsic and other autonomous forms of motivation can encourage proactive goals. The paper also discusses proactive responses to uncertainty (Contextual Variables as Distal Antecedents of Proactivity, p. 17), but these passages do not establish that self-determined motivation makes cognitive flexibility or creativity more likely, or that all three behaviours benefit individuals under uncertainty. (LLM, conf=0.85)

  cites [40] Parker, S. K., Bindl, U. K. & Strauss, K. Making things happen: a model of proactive motivation. J. Manag. 36, 827–856 (2010). sourceExperimental — accuracy not yet measured
• ?Not checked — no full text of the sourcecites [41] Amabile, T. M. Effects of external evaluations on artistic creativity. J. Pers. Soc. Psychol. 37, 221–233 (1979). source
• ?Not checked — no full text of the sourcecites [44] Boggiano, A. K., Flink, C., Shields, A., Seelbach, A. & Barrett, M. Use of techniques promoting students’ self-determination: effects on students’ analytic problem-solving skills. Motiv. Emot. 17, 319–336 (1993). source
• ?Not checked — no full text of the sourcecites [46] Koestner, R., Ryan, R. M., Bernieri, F. & Holt, K. Setting limits on children’s behavior: the differential effects of controlling vs informational styles on intrinsic motivation and creativity. J. Pers. 52, 231–248 (1984). source
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites [47] McGraw, K. O. in The Hidden Costs of Reward (eds Lepper. M. R. & Greene, D.) 33–60 (Erlbaum, 1978).
• ?Not checked — no full text of the sourcecites [48] McGraw, K. O. & McCullers, J. C. Evidence of a detrimental effect of extrinsic incentives on breaking a mental set. J. Exp. Soc. Psychol. 15, 285–294 (1979). source
• ?Not checked — no full text of the sourcecites [49] Utman, C. H. Performance effects of motivational state: a meta-analysis. Personal. Soc. Psychol. Rev. 1, 170–182 (1997). source
• ?Not checked — no full text of the sourcecites [57] Amabile, T. M. The social psychology of creativity: a componential conceptualization. J. Pers. Soc. Psychol. 45, 357–376 (1983). source

In the paper

“Importantly, the work tasks that people are more likely to do in future work will require high-level cognitive and emotional skills that are more likely to be developed, used, and sustained when underpinned by self-determined motivation40–50.”

What the sources say

• Partly supported

  The Reason To Motivation section (p. 10) links intrinsic motivation to setting and pursuing proactive work goals, supporting the claim's general connection between self-determined motivation and work behavior. It does not say that future work tasks will require high-level cognitive and emotional skills, or that such motivation develops, uses, and sustains those skills. The discussion of cognitive ability and skills (Individual Differences in Knowledge, Skills, and Abilities, p. 15) treats them as possible predictors of proactivity instead. (LLM, conf=0.84)

  cites [40] Parker, S. K., Bindl, U. K. & Strauss, K. Making things happen: a model of proactive motivation. J. Manag. 36, 827–856 (2010). sourceExperimental — accuracy not yet measured
• ?Not checked — no full text of the sourcecites [41] Amabile, T. M. Effects of external evaluations on artistic creativity. J. Pers. Soc. Psychol. 37, 221–233 (1979). source
• ?Not checked — no full text of the sourcecites [42] Amabile, T. M. Motivation and creativity: effects of motivational orientation on creative writers. J. Pers. Soc. Psychol. 48, 393–399 (1985). source
• ?Not checked — no full text of the sourcecites [43] Amabile, T. M., Hennessey, B. A. & Grossman, B. S. Social influences on creativity: the effects of contracted-for reward. J. Pers. Soc. Psychol. 50, 14–23 (1986). source
• ?Not checked — no full text of the sourcecites [44] Boggiano, A. K., Flink, C., Shields, A., Seelbach, A. & Barrett, M. Use of techniques promoting students’ self-determination: effects on students’ analytic problem-solving skills. Motiv. Emot. 17, 319–336 (1993). source
• ?Not checked — no full text of the sourcecites [45] Fabes, R. A., Moran, J. D. & McCullers, J. C. The hidden costs of reward and WAIS subscale performance. Am. J. Psychol. 94, 387–398 (1981). source
• ?Not checked — no full text of the sourcecites [46] Koestner, R., Ryan, R. M., Bernieri, F. & Holt, K. Setting limits on children’s behavior: the differential effects of controlling vs informational styles on intrinsic motivation and creativity. J. Pers. 52, 231–248 (1984). source
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites [47] McGraw, K. O. in The Hidden Costs of Reward (eds Lepper. M. R. & Greene, D.) 33–60 (Erlbaum, 1978).
• ?Not checked — no full text of the sourcecites [48] McGraw, K. O. & McCullers, J. C. Evidence of a detrimental effect of extrinsic incentives on breaking a mental set. J. Exp. Soc. Psychol. 15, 285–294 (1979). source
• ?Not checked — no full text of the sourcecites [49] Utman, C. H. Performance effects of motivational state: a meta-analysis. Personal. Soc. Psychol. Rev. 1, 170–182 (1997). source

In the paper

“For example, these technologies can be a buffer against loneliness for remote workers or homeworkers61 and enable stronger connections among distributed workers62.”

What the sources say

• Supported

  Citation 61 supports the first part of the sentence, about buffering loneliness among homeworkers. The Discussion reports that mobile ICTs let self-employed homeworkers leave home to socialize while remaining contactable, reducing their general social isolation. The separate claim about stronger connections among distributed workers is attached to citation 62, not this source. (LLM, conf=0.92)

  cites [61] Hislop, D. et al. Variability in the use of mobile ICTs by homeworkers and its consequences for boundary management and social isolation. Inf. Organ. 25, 222–232 (2015). source
• ?Not checked — no full text of the sourcecites [62] Kellogg, K. C., Orlikowski, W. J. & Yates, J. Life in the trading zone: structuring coordination across boundaries in postbureaucratic organizations. Organ. Sci. 17, 22–44 (2006). source

In the paper

“This could decrease workforce diversity and strengthen negative stereotypes about mature workers (such as that they are not flexible, adaptable or motivated to keep up with changing times)214.”

What the sources say

• Partly supported

  The 'Opportunity as a proximal antecedent (Path A)' section says age-biased practices can exclude older workers from the workforce, supporting the concern about reduced age diversity. It describes negative stereotypes as a cause of exclusion, but does not say that exclusion strengthens those stereotypes or identify the specific stereotypes about flexibility, adaptability, and motivation. (LLM, conf=0.83)

  cites [214] Petery, G. A., Iles, L. J. & Parker, S. K. Putting successful aging into context. Ind. Organ. Psychol. 13, 377–382 (2020). sourceExperimental — accuracy not yet measured

In the paper

“The digital divide now also includes ‘algorithm awareness’ (knowing what algorithms do) which influences whether and how people are influenced by technology. Indeed, the degree to which algorithms influence attitudes and behaviours is negatively associated with the degree to which people are aware of algorithms and understand how they work212.”

What the sources say

• Partly supported

  The Discussion and conclusion (p. 14) treats algorithm awareness as a possible new dimension of the digital divide. The Awareness and attitudes findings (p. 11) associate awareness with attitudes toward algorithm-driven content, but do not show that people with greater awareness are less influenced by algorithms or measure an inverse relationship with behavioural influence. (LLM, conf=0.88)

  cites [212] Gran, A.-B., Booth, P. & Bucher, T. To be or not to be algorithm aware: a question of a new digital divide? Inf. Commun. Soc. 24, 1779–1796 (2021). sourceExperimental — accuracy not yet measured

In the paper

“The research shows that there is no deterministic relationship between technology and work design; instead, the effect of new technology on work design, and hence on motivation, depends on various moderating factors1.”

What the sources say

• Supported

  The Conclusions and Intervention Strategies section says there is no predetermined effect of technology on work design and identifies technological, organizational, and individual factors that shape it. A Central Role for Work Design links changes in work design to motivation-related outcomes, supporting the claim’s final link. (LLM, conf=0.94)

  cites [1] Parker, S. K. & Grote, G. Automation, algorithms, and beyond: why work design matters more than ever in a digital world. Appl. Psychol. https://doi.org/10.1111/apps.12241 (2020). source

In the paper

“It is more difficult to decipher and synchronize non-verbal behaviour on a screen than face-to-face, particularly given the lack of body language cues due to camera frame limitations, increasing the cognitive load for meeting attendees109–112.”

What the sources say

• Supported

  The Cognitive Load section says Zoom users work harder to send and receive nonverbal signals than people interacting face-to-face. It also identifies camera framing as a reason receivers get fewer body-language cues and describes the extra effort of monitoring and interpreting cues as a source of cognitive load. (LLM, conf=0.91)

  cites [109] Bailenson, J. N. Nonverbal overload: a theoretical argument for the causes of Zoom fatigue. Technol. Mind Behav. https://doi.org/10.1037/tmb0000030 (2021). source
• ?Not checked — no full text of the sourcecites [110] Jun, H. & Bailenson, J. N. in International Handbook of Emotions and Media (eds Döveling, K. & Konijn, E. A.) 303–315 (Routledge, 2021). source
• Partly supported

  The paper’s introductory discussion of VM fatigue (indexed under Abstract; no page supplied) lists unmet expectations about synchrony and nonverbal cues as a possible contributor. It separately attributes increased cognitive load to prolonged gaze, apparent closeness, and reduced mobility; it does not say that difficulty deciphering cues, or camera-frame limits on body language, increases cognitive load relative to face-to-face meetings. (LLM, conf=0.83)

  cites [111] Ratan, R., Miller, D. B. & Bailenson, J. N. Facial appearance dissatisfaction explains differences in zoom fatigue. Cyberpsychol. Behav. Soc. Netw. 25, 124–129 (2021). sourceExperimental — accuracy not yet measured
• Supported

  In “Lack of body language,” the paper says that seeing faces without full bodies can hamper emotion perception and increase cognitive effort. In “Conceptual framework and hypotheses,” it also says videoconferencing delays make restoring synchrony more cognitively effortful. These passages support the cited sentence’s two linked points. (LLM, conf=0.89)

  cites [112] Riedl, R. On the stress potential of videoconferencing: definition and root causes of Zoom fatigue. Electron. Mark. https://doi.org/10.1007/s12525-021-00501-3 (2021). source

In the paper

“The current generation of workers is likely to experience career shocks (disruptive events that trigger a sensemaking process regarding one’s career) caused by rapid technological changes, and indeed many workers have already experienced career shocks from the pandemic222.”

What the sources say

• Partly supported

  The “Covid-19 as a career shock” section defines a career shock, and the Conclusion argues that the pandemic can be considered one affecting people’s work and careers. Neither passage supports the prediction that the current generation of workers is likely to experience career shocks caused by rapid technological change. Page numbers are not available in our copy. (LLM, conf=0.87)

  cites [222] Akkermans, J., Richardson, J. & Kraimer, M. L. The Covid-19 crisis as a career shock: implications for careers and vocational behavior. J. Vocat. Behav. 119, 103434 (2020). sourceExperimental — accuracy not yet measured

In the paper

“Physical workplace cues that usually guide work behaviours and routines in the office do not exist in virtual work, consequently demanding more autonomous regulation of work behaviours116,117.”

What the sources say

• ?Could not verify

  The Discussion (page unavailable) compares autonomous with compelled self-control in a cookie-resistance task. It does not address workplace cues, office routines, or virtual work; searches for those concepts and for environmental cues requiring self-regulation found no relevant passage. (LLM, conf=0.78)

  cites [116] Muraven, M. Autonomous self-control is less depleting. J. Res. Personal. 42, 763–770 (2008). sourceExperimental — accuracy not yet measured
• ?Could not verify

  The Autonomy Support and General Discussion passages address how autonomy support affects self-control, not how workplace cues guide office routines. Searches for physical workplace cues and virtual or remote work found no passage saying that virtual work lacks those cues or consequently demands more autonomous regulation. (LLM, conf=0.76)

  cites [117] Muraven, M., Gagne, M. & Rosman, H. Helpful self-control: autonomy support, vitality, and depletion. J. Exp. Soc. Psychol. 44, 573–585 (2008). sourceExperimental — accuracy not yet measured

In the paper

“Virtual interactions involve ‘hyper gaze’ from seeing grids of staring faces, which the brain interprets as a threat109–112.”

What the sources say

• Partly supported

  The “Eye Gaze at a Close Distance” section describes Zoom grids as giving participants continuous, front-on views of other faces and reports physiological arousal from being stared at. It does not say the brain interprets those faces as a threat; arousal alone does not establish that part of the claim. Page numbers are unavailable in our copy. (LLM, conf=0.86)

  cites [109] Bailenson, J. N. Nonverbal overload: a theoretical argument for the causes of Zoom fatigue. Technol. Mind Behav. https://doi.org/10.1037/tmb0000030 (2021). sourceExperimental — accuracy not yet measured
• ?Not checked — no full text of the sourcecites [110] Jun, H. & Bailenson, J. N. in International Handbook of Emotions and Media (eds Döveling, K. & Konijn, E. A.) 303–315 (Routledge, 2021). source
• Partly supported

  The paper’s introductory discussion of virtual-meeting fatigue (section labeled Abstract; page unavailable) identifies prolonged gaze from others as a theorized source of increased cognitive load. It does not describe grids of staring faces or say that the brain interprets their gaze as a threat. (LLM, conf=0.82)

  cites [111] Ratan, R., Miller, D. B. & Bailenson, J. N. Facial appearance dissatisfaction explains differences in zoom fatigue. Cyberpsychol. Behav. Soc. Netw. 25, 124–129 (2021). sourceExperimental — accuracy not yet measured
• Supported

  In “Unnatural interaction with multiple faces,” the paper says videoconference windows can create a feeling that many faces are staring at a participant. Its conceptual framework says this feeling can be perceived as an implicit threat and trigger a stress response, while noting that context can attenuate the effect. (LLM, conf=0.90)

  cites [112] Riedl, R. On the stress potential of videoconferencing: definition and root causes of Zoom fatigue. Electron. Mark. https://doi.org/10.1007/s12525-021-00501-3 (2021). source

In the paper

“This lack of trust leads to decreased feelings of autonomy124, increased employee home–work conflict105 and distress125,126.”

What the sources say

• ?Not checked — no full text of the sourcecites [124] Seppälä, T., Lipponen, J., Pirttila-Backman, A.-M. & Lipsanen, J. Reciprocity of trust in the supervisor–subordinate relationship: the mediating role of autonomy and the sense of power. Eur. J. Work Organ. Psychol. 20, 755–778 (2011). source
• Partly supported

  The “Managerial control-induced decreases in autonomy” section (page unavailable) reports that electronic monitoring can reduce employees’ autonomy, supporting the outcome cited to this paper. It does not identify lack of manager trust as the cause. The home–work conflict and distress clauses carry different citations and are not assessed here. (LLM, conf=0.82)

  cites [105] Wang, B., Liu, Y. & Parker, S. K. How does the use of information communication technology affect individuals? A work design perspective. Acad. Manag. Ann. 14, 695–725 (2020). sourceExperimental — accuracy not yet measured
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites [125] Parker, S. K., Knight, C. & Keller, A. Remote Managers Are Having Trust Issues (Harvard Business, 2020).
• ?Not checked — no full text of the sourcecites [126] Staples, D. S. A study of remote workers and their differences from non-remote workers. J. End User Comput. 13, 3–14 (2001). source

In the paper

“Seeing oneself on screen increases self-consciousness during social interactions, which can cause anxiety, especially in women and those from minoritized groups109–112.”

What the sources say

• Partly supported

  In “An All Day Mirror” (page unavailable), the paper says seeing oneself can increase self-evaluation and negative affect, and reports stronger self-focused attention and negative affect among women. It does not report anxiety specifically from seeing oneself, or an especially strong effect in minoritized groups. (LLM, conf=0.86)

  cites [109] Bailenson, J. N. Nonverbal overload: a theoretical argument for the causes of Zoom fatigue. Technol. Mind Behav. https://doi.org/10.1037/tmb0000030 (2021). sourceExperimental — accuracy not yet measured
• ?Not checked — no full text of the sourcecites [110] Jun, H. & Bailenson, J. N. in International Handbook of Emotions and Media (eds Döveling, K. & Konijn, E. A.) 303–315 (Routledge, 2021). source
• Partly supported

  The Abstract and Discussion link viewing oneself during videoconferences to negative self-focused attention and discuss mirror anxiety. The study found greater Zoom fatigue among women and Asian participants, mediated by facial dissatisfaction, but did not measure anxiety; its findings do not establish anxiety across social interactions or minoritized groups generally. (LLM, conf=0.84)

  cites [111] Ratan, R., Miller, D. B. & Bailenson, J. N. Facial appearance dissatisfaction explains differences in zoom fatigue. Cyberpsychol. Behav. Soc. Netw. 25, 124–129 (2021). sourceExperimental — accuracy not yet measured
• Partly supported

  The Self-awareness section (page not provided) says that seeing one’s own camera image increases self-awareness and reports that “mirror anxiety” helps explain why women experience more Zoom fatigue than men. The conceptual framework also proposes that displaying one’s own face increases self-awareness and stress. The passages do not support the added claim that this effect is especially pronounced in minoritized groups. (LLM, conf=0.88)

  cites [112] Riedl, R. On the stress potential of videoconferencing: definition and root causes of Zoom fatigue. Electron. Mark. https://doi.org/10.1007/s12525-021-00501-3 (2021). sourceExperimental — accuracy not yet measured

In the paper

“Remote workers can feel isolated from, and excluded by, colleagues and fail to gain the social support they might receive if co-located142,143, weakening their sense of belonging to a team or organization144 and their job performance145.”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites [142] Bloom, N. Don’t Let Employees Pick Their WFH Days (Harvard Business, 2021).
• Partly supported

  The Results (section 3.1; page unavailable) report significantly lower relatedness to coworkers at home than in the office. The Discussion (section 4.1; page unavailable) says supportive colleagues made home workers feel less alone, but it does not establish that colleagues excluded them or that they failed to receive social support. The job-performance clause has a separate citation in the citing sentence and is not attributed to this source. (LLM, conf=0.84)

  cites [143] Schade, H. M., Digutsch, J., Kleinsorge, T. & Fan, Y. Having to work from home: basic needs, well-being, and motivation. Int. J. Environ. Res. Public Health 18, 1–18 (2021). sourceExperimental — accuracy not yet measured
• ?Not checked — no full text of the sourcecites [144] Morganson, V. J., Major, D. A., Oborn, K. L., Verive, J. M. & Heelan, M. P. Comparing telework locations and traditional work arrangements: differences in work–life balance support, job satisfaction, and inclusion. J. Manag. Psychol. 25, 578–595 (2010). source
• ?Not checked — no full text of the sourcecites [145] Golden, T. D., Veiga, J. F. & Dino, R. N. The impact of professional isolation on teleworker job performance and turnover intentions: does time spent teleworking, interacting face-to-face, or having access to communication-enhancing technology matter? J. Appl. Psychol. 93, 1412–1421 (2008). source

In the paper

“Non-verbal synchrony can be affected by the video streaming speed, which also increases cognitive load109–112.”

What the sources say

• Partly supported

  The Cognitive Load section links image and audio latency to the cognitive resources needed to manage videoconferencing, supporting the load portion of the claim. It mentions nonverbal synchrony but does not say that video streaming speed affects it. Page numbers are not available in our copy. (LLM, conf=0.83)

  cites [109] Bailenson, J. N. Nonverbal overload: a theoretical argument for the causes of Zoom fatigue. Technol. Mind Behav. https://doi.org/10.1037/tmb0000030 (2021). sourceExperimental — accuracy not yet measured
• ?Not checked — no full text of the sourcecites [110] Jun, H. & Bailenson, J. N. in International Handbook of Emotions and Media (eds Döveling, K. & Konijn, E. A.) 303–315 (Routledge, 2021). source
• ?Could not verify

  The Abstract discusses increased cognitive load and unmet expectations about synchrony and nonverbal cues as separate proposed contributors to videoconferencing fatigue. It does not say that video streaming speed affects synchrony or increases cognitive load; searches for streaming speed, latency, and delay found no passage addressing that relationship. (LLM, conf=0.74)

  cites [111] Ratan, R., Miller, D. B. & Bailenson, J. N. Facial appearance dissatisfaction explains differences in zoom fatigue. Cyberpsychol. Behav. Soc. Netw. 25, 124–129 (2021). sourceExperimental — accuracy not yet measured
• Supported

  In “Asynchronicity of communication” (page unavailable), Riedl theorizes that videoconferencing delays disrupt synchrony and increase cognitive effort as the brain works to restore it. The section discusses precisely timed gestures and movements as part of communication, supporting the claim’s reference to non-verbal synchrony. The paper frames this as a proposed mechanism rather than a direct test of streaming speed. (LLM, conf=0.88)

  cites [112] Riedl, R. On the stress potential of videoconferencing: definition and root causes of Zoom fatigue. Electron. Mark. https://doi.org/10.1007/s12525-021-00501-3 (2021). sourceExperimental — accuracy not yet measured

In the paper

“In the healthcare profession, the shock consisted of an exponential increase in workload and the resulting exhaustion, coupled with the disorganization caused by lack of resources and compounded by health fears231.”

What the sources say

• Partly supported

  The paper’s main text (indexed under Abstract; page not specified) links workload and inability to rest with burnout, and describes chronic under-resourcing, systems failures, clinical risk, and inadequate PPE. It does not describe an exponential increase in workload or explicitly say that health fears compounded the strain. (LLM, conf=0.87)

  cites [231] Sheather, J. & Slattery, D. The great resignation — how do we support and retain staff already stretched to the limit? BJM Opinionhttps://blogs.bmj.com/bmj/2021/09/21/the-great-resignation-how-do-we-support-and-retain-staff-already-stretched-to-their-limit/ (2021). sourceExperimental — accuracy not yet measured

In the paper

“Virtual team members predominantly interact via technology, which — as described in the previous section — might influence the quality of relationships they can develop with their team members141,167,168 and consequently the satisfaction of relatedness needs169.”

What the sources say

• Partly supported

  The Social well-being dimension section says reduced face-to-face contact can affect remote workers’ relationships, and the section on factors related to social well-being discusses connectedness and isolation. These passages support the possibility that remote interaction affects relationships, but they do not establish the further claim, attached to this citation, about satisfaction of relatedness needs. Page numbers were not available in our copy. (LLM, conf=0.83)

  cites [141] Charalampous, M., Grant, C. A., Tramontano, C. & Michailidis, E. Systematically reviewing remote e-workers’ well-being at work: a multidimensional approach. Eur. J. Work Organ. Psychol. 28, 51–73 (2019). sourceExperimental — accuracy not yet measured
• ?Not checked — no full text of the sourcecites [167] Sewell, G. & Taskin, L. Out of sight, out of mind in a new world of work? Autonomy, control, and spatiotemporal scaling in telework. Organ. Stud. 36, 1507–1529 (2015). source
• ?Not checked — no full text of the sourcecites [168] Tietze, S. & Nadin, S. The psychological contract and the transition from office-based to home-based work. Hum. Resour. Manag. J. 21, 318–334 (2011). source
• Supported

  The paper (p. 4) says relatedness is the toughest need to address while working remotely because of physical isolation and the absence of non-verbal support. It also says close relationships can be particularly hard to establish in remote work, supporting the point attributed to citation 169 about relatedness need satisfaction. (LLM, conf=0.91)

  cites [169] Orsini, C. & Rodrigues, V. Supporting motivation in teams working remotely: the role of basic psychological needs. Med. Teach. 42, 828–829 (2020). source

In the paper

“Monitoring and quantifying worker behaviours might reduce autonomy because it is experienced as controlling and narrows goal focus to only quantifiable results127,180; there is some evidence that this is the case when algorithmic management systems are used to this end172,178,181.”

What the sources say

• ?Not checked — no full text of the sourcecites [127] Enzle, M. E. & Anderson, S. C. Surveillant intentions and intrinsic motivation. J. Pers. Soc. Psychol. 64, 257–266 (1993). source
• ?Not checked — no full text of the sourcecites [180] Carayon, P. Effects of electronic performance monitoring on job design and worker stress: results of two studies. Int. J. Human–Computer Interact. 6, 177–190 (1994). source
• ?Not checked — no full text of the sourcecites [172] Gal, U., Jensen, T. B. & Stein, M.-K. Breaking the vicious cycle of algorithmic management: a virtue ethics approach to people analytics. Inf. Organ. 30, 100301 (2020). source
• Partly supported

  The Employee Perceptions section says technology might restrict employees’ sense of autonomy. In Delineating configurations, the paper describes UPS’s algorithmic ORION system as potentially coercive because of low employee participation and monitoring-related function creep. These passages support the possibility described in the citing sentence, but they do not provide direct evidence that ORION reduced workers’ autonomy. (LLM, conf=0.84)

  cites [178] Schafheitle, S. et al. No stone left unturned? Toward a framework for the impact of datafication technologies on organizational control. Acad. Manag. Discov. 6, 455–487 (2020). sourceExperimental — accuracy not yet measured
• Supported

  The paper provides the evidence attributed to it: its Conclusions (p. 17) say that homecare workers perceived electronic monitoring as undermining autonomy and discretion and experienced it as managerial control. “Electronic Monitoring in Care” (p. 6) describes a computer-based system that tracks visits and makes real-time worker data available to managers, fitting the citing sentence’s use of this study as an example. (LLM, conf=0.88)

  cites [181] Moore, S. & Hayes, L. J. B. in Humans and Machines At Work: Dynamics of Virtual Work (eds. Moore, P. V., Upchurch, M. & Whittaker, X.) 101–124 (Palgrave Macmillan, 2018). source

In the paper

“This encourages workers to either overwork to the point of exhaustion, find ways to game the system184, or misbehave186.”

What the sources say

• Supported

  Citation 184 follows “game the system,” while a separate citation follows “misbehave.” In “Autonomy in the shadow of algorithmic management,” the paper describes workers circumventing platform monitoring. Its Conclusions also state that algorithmic control can lead to overwork and exhaustion. The supplied passages do not give page numbers. (LLM, conf=0.91)

  cites [184] Wood, A. J., Graham, M., Lehdonvirta, V. & Hjorth, I. Good gig, bad gig: autonomy and algorithmic control in the global gig economy. Work Employ. Soc. 33, 56–75 (2019). source
• Supported

  Citation 186 is attached to “misbehave,” not to the separate claims about exhaustion or gaming the system. The Conclusion (page unavailable in our copy) describes driver misbehaviour arising in the context of algorithm-driven management and says drivers reacted to management practices and frustrated expectations of independence. (LLM, conf=0.91)

  cites [186] Reid-Musson, E., MacEachen, E. & Bartel, E. ‘Don’t take a poo!’: worker misbehaviour in on-demand ride-hail carpooling. N. Technol. Work Employ. 35, 145–161 (2020). source

In the paper

“‘The great resignation’ refers to the massive wave of employee departures during the COVID-19 pandemic in several parts of the world, including North America, Europe and China229,230, that can be attributed in part to career shocks caused by the pandemic222.”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites [229] Klotz, A. The COVID vaccine means a return to work. And a wave of resignations. NBChttps://www.nbcnews.com/think/opinion/covid-vaccine-means-return-work-wave-resignations-ncna1269018 (2021).
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites [230] Tharoor, I. The ‘great resignation’ goes global. Washington Post https://www.washingtonpost.com/world/2021/10/18/labor-great-resignation-global/ (2021).
• Partly supported

  The Conclusion (page unavailable) argues that COVID-19 was a career shock with major effects on work and careers. Lesson 3 (page unavailable) suggests that it could prompt some people to re-evaluate their careers. The paper does not establish that career shocks contributed to the mass employee departures called the Great Resignation; the geographic description is attached to other citations in the citing sentence. (LLM, conf=0.84)

  cites [222] Akkermans, J., Richardson, J. & Kraimer, M. L. The Covid-19 crisis as a career shock: implications for careers and vocational behavior. J. Vocat. Behav. 119, 103434 (2020). sourceExperimental — accuracy not yet measured

In the paper

“Some algorithmic management platforms do not reveal all aspects of a given task (for example, not revealing the client destination before work is accepted) or penalize workers who decline jobs185, thereby severely restricting their choices.”

What the sources say

• Supported

  Section 4.2 (Work assignment) says ride-hailing platforms often withhold passengers’ destinations until drivers accept a trip, and that many platforms penalise workers who do not maintain high task-acceptance rates. It also states that workers’ autonomy in choosing which tasks to accept is more limited than often claimed. (LLM, conf=0.94)

  cites [185] Duggan, J., Sherman, U., Carbery, R. & McDonnell, A. Algorithmic management and app-work in the gig economy: a research agenda for employment relations and HRM. Hum. Resour. Manag. J. 30, 114–132 (2020). source

In the paper

“Rigid rules about how to carry out work often determine performance ratings (for example, imposing a route to deliver goods or prescribing how equipment and materials must be used) and even future task assignments and firing decisions, with little to no opportunity for employee input182–184.”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites [182] De Cremer, D. Leadership by Algorithm (Harriman House, 2020).
• ?Not checked — no full text of the sourcecites [183] Goods, C., Veen, A. & Barratt, T. “Is your gig any good?” Analysing job quality in the Australian platform-based food-delivery sector. J. Ind. Relat. 61, 502–527 (2019). source
• Partly supported

  In ‘Autonomy in the shadow of algorithmic management’ (page unavailable), the paper says client ratings affect how much future work remote gig workers receive. But it says control operates at the end of a task, not through rigid rules for carrying it out; 74% of respondents said they could choose or change their methods. It mentions dismissal for low ratings at Uber, while distinguishing that practice from the online labour platforms it studied, and does not establish that workers had little opportunity for input. (LLM, conf=0.88)

  cites [184] Wood, A. J., Graham, M., Lehdonvirta, V. & Hjorth, I. Good gig, bad gig: autonomy and algorithmic control in the global gig economy. Work Employ. Soc. 33, 56–75 (2019). sourceExperimental — accuracy not yet measured

In the paper

“a human-centred approach to automation in which the worker has transparent influence over the technical system has frequently been recommended as the optimal way to achieve high performance and to avoid automation failures1,204.”

What the sources say

• Partly supported

  In “Decision-Making as Part of Work Processes” (page unavailable), the paper describes human-centred automation as making systems transparent and predictable while allowing workers to influence them; it also links loss of worker understanding and control to difficulty responding to failures. It does not establish this approach as the optimal way to achieve high performance and avoid failures in general, and notes that some authors favour full automation for very complex systems. (LLM, conf=0.84)

  cites [1] Parker, S. K. & Grote, G. Automation, algorithms, and beyond: why work design matters more than ever in a digital world. Appl. Psychol. https://doi.org/10.1111/apps.12241 (2020). sourceExperimental — accuracy not yet measured
• ?Not checked — no full text of the sourcecites [204] Grote, G., Ryser, C., Wäfler, T., Windischer, A. & Weik, S. KOMPASS: a method for complementary function allocation in automated work systems. Int. J. Hum. Comput. Stud. 52, 267–287 (2000). source

In the paper

“Because these types of quantified metric are often directly linked to performance scores, pay incentives and future allocation of tasks or schedules (that is, getting future work), algorithmic management reduces workers’ freedom in decision-making related to their work, which can significantly reduce their self-determined motivation123.”

What the sources say

• Supported

  Split into 2 atoms — 2 confirmed, 0 partially supported, 0 disputed, 0 misattributed, 0 unverifiable. Expand the claim to see per-atom verdicts.

  cites [123] Parent-Rocheleau, X. & Parker, S. K. Algorithms as work designers: how algorithmic management influences the design of jobs. Hum. Resour. Manag. Rev. https://doi.org/10.1016/j.hrmr.2021.100838 (2021). source

In the paper

“For instance, after algorithms estimated normal time standards for each ‘act’, algorithmic tracking and case allocation systems forced homecare nurses to reduce the ‘social’ time spent with patients because they were assigned more patients per day, thereby limiting nurses’ autonomy to decide how to perform their work181.”

What the sources say

• Partly supported

  The discussion on p. 13 says electronic monitoring undermines homecare workers’ autonomy, and the discussion on p. 16 describes pressure to move on to other clients rather than stay to chat. The paper discusses homecare workers, not specifically nurses; it does not say algorithms estimated time standards for each act or that workers were assigned more patients per day. (LLM, conf=0.88)

  cites [181] Moore, S. & Hayes, L. J. B. in Humans and Machines At Work: Dynamics of Virtual Work (eds. Moore, P. V., Upchurch, M. & Whittaker, X.) 101–124 (Palgrave Macmillan, 2018). sourceExperimental — accuracy not yet measured

In the paper

“‘App-workers’, who obtain work through gig-work platforms such as Uber, reportedly crave more social interactions and networking opportunities179,185,194 and often attempt to compensate for a lack of relatedness by creating support groups that connect virtually and physically183,191,195.”

What the sources say

• ?Not checked — no full text of the sourcecites [179] Norlander, P., Jukic, N., Varma, A. & Nestorov, S. The effects of technological supervision on gig workers: organizational control and motivation of Uber, taxi, and limousine drivers. Int. J. Hum. Resour. Manag. 32, 4053–4077 (2021). source
• Partly supported

  Section 4.1 (Employment relations; page unavailable) reports that app-workers seek social interaction and networking opportunities. It does not say they create virtual or physical support groups to compensate for a lack of relatedness; the support groups it mentions are described as provided by platform organisations. (LLM, conf=0.87)

  cites [185] Duggan, J., Sherman, U., Carbery, R. & McDonnell, A. Algorithmic management and app-work in the gig economy: a research agenda for employment relations and HRM. Hum. Resour. Manag. J. 30, 114–132 (2020). sourceExperimental — accuracy not yet measured
• Partly supported

  The Rideshare workers section (p. 23) reports that participants wanted more connection with other drivers and platform representatives. The Food-delivery workers section (p. 22) describes attempts to form WhatsApp groups and use physical meeting points to overcome limited opportunities for connection. It characterizes these as efforts by some workers, however, and does not establish that workers often create such groups. (LLM, conf=0.84)

  cites [194] Duggan, J., Sherman, U., Carbery, R. & McDonnell, A. Boundaryless careers and algorithmic constraints in the gig economy. Int. J. Hum. Resour. Manag. https://doi.org/10.1080/09585192.2021.1953565 (2021). sourceExperimental — accuracy not yet measured
• ?Not checked — no full text of the sourcecites [183] Goods, C., Veen, A. & Barratt, T. “Is your gig any good?” Analysing job quality in the Australian platform-based food-delivery sector. J. Ind. Relat. 61, 502–527 (2019). source
• Partly supported

  The Introduction (p. 3) and Conclusion (p. 14) say couriers turn to one another for support and have formed a solidarity network. The discussion of epistemic risks (p. 13) describes contact through social media, WhatsApp and formal organising. The paper does not establish that workers crave social interaction or form these networks to compensate for a lack of relatedness; it describes practical needs for information, safety and collective action instead. (LLM, conf=0.86)

  cites [191] Gregory, K. ‘My life is more valuable than this’: understanding risk among on-demand food couriers in Edinburgh. Work Employ. Soc. 35, 316–331 (2021). sourceExperimental — accuracy not yet measured
• Partly supported

  In “Making the Roo: Distancing and Socializing Practices” (pp. 15, 17), the paper describes Deliveroo riders socializing in person and through WhatsApp groups that provide practical support. It does not establish that riders created those groups to compensate for a lack of relatedness, or that they generally craved more social interaction; those motivations go beyond what the passages say. (LLM, conf=0.83)

  cites [195] Timko, P. & van Melik, R. Being a Deliveroo rider: practices of platform labor in Nijmegen and Berlin. J. Contemp. Ethnogr. 50, 497–523 (2021). sourceExperimental — accuracy not yet measured

In the paper

“Finally, algorithmic management usually provides comparative feedback (comparing one’s results to other workers’) and is linked to incentive pay structures, both of which reduce self-determined motivation as they are experienced as more controlling26,192.”

What the sources say

• Partly supported

  The Discussion reports that performance-contingent rewards decreased free-choice intrinsic motivation and describes rewards experienced as controlling as undermining it. Page 652 reports that controllingly administered positive feedback decreased intrinsic motivation, while page 658 says competition can undermine or enhance it depending on whether it is controlling or informational. The paper does not establish that algorithmic management usually gives workers comparative feedback or uses incentive pay, nor that comparative feedback invariably reduces motivation. (LLM, conf=0.88)

  cites [26] Deci, E. L., Koestner, R. & Ryan, R. M. A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychol. Bull. 125, 627–668 (1999). sourceExperimental — accuracy not yet measured
• ?Not checked — no full text of the sourcecites [192] Dweck, C. S. & Leggett, E. L. A social-cognitive approach to motivation and personality. Psychol. Rev. 25, 109–116 (1988). source

In the paper

“In addition, algorithmic management is often associated with simplified tasks, and with lower problem-solving opportunities and job variety123.”

What the sources say

• Supported

  The Algorithmic monitoring section (page unavailable) says monitoring can hamper task variety and that systems used in warehouses and parcel delivery are likely to simplify jobs and hamper problem-solving opportunities. These passages support the citing sentence’s broad association, though the paper describes possible effects rather than an inevitable outcome. (LLM, conf=0.89)

  cites [123] Parent-Rocheleau, X. & Parker, S. K. Algorithms as work designers: how algorithmic management influences the design of jobs. Hum. Resour. Manag. Rev. https://doi.org/10.1016/j.hrmr.2021.100838 (2021). source

In the paper

“For example, algorithmic management inevitably transforms or reduces (sometimes even eliminates) contact with a supervisor2,182,193, leading to the feeling that the organization does not care about the worker and provides little social support194,195.”

What the sources say

• Partly supported

  The Discussion and conclusion says algorithmic management could transform relationships between managers and workers. The Decreased power to managers section (p. 5) says an empathetic relationship is almost impossible to develop with an algorithmic manager. Neither passage establishes that supervisor contact is inevitably reduced or eliminated; the claim about organizational care and social support is attached to different citations. (LLM, conf=0.84)

  cites [2] Jarrahi, M. H. et al. Algorithmic management in a work context. Big Data Soc. 8, https://doi.org/10.1177/20539517211020332 (2021). sourceExperimental — accuracy not yet measured
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites [182] De Cremer, D. Leadership by Algorithm (Harriman House, 2020).
• ?Not checked — no full text of the sourcecites [193] Wesche, J. S. & Sonderegger, A. When computers take the lead: the automation of leadership. Comput. Hum. Behav. 101, 197–209 (2019). source
• Partly supported

  The Discussion (p. 25) says algorithms limit interaction with management, and the Food-delivery workers section (p. 21) links technology replacing human interaction to workers feeling that platforms are disinterested in them. Rideshare workers also reported that platforms did not care about them and offered little guidance (p. 22). These findings support the described experience among app-workers, but not the sentence’s unqualified assertion that algorithmic management inevitably has this effect. (LLM, conf=0.84)

  cites [194] Duggan, J., Sherman, U., Carbery, R. & McDonnell, A. Boundaryless careers and algorithmic constraints in the gig economy. Int. J. Hum. Resour. Manag. https://doi.org/10.1080/09585192.2021.1953565 (2021). sourceExperimental — accuracy not yet measured
• Partly supported

  In 'Performing Deliveries' (p. 18), riders say Deliveroo gives their welfare low priority, supporting the claim that workers feel the organization does not care. The paper does not link that feeling to reduced supervisor contact under algorithmic management or establish that the organization provides little social support; 'Making the Roo' (p. 15) describes a Deliveroo-appointed rider liaison who helps workers. (LLM, conf=0.83)

  cites [195] Timko, P. & van Melik, R. Being a Deliveroo rider: practices of platform labor in Nijmegen and Berlin. J. Contemp. Ethnogr. 50, 497–523 (2021). sourceExperimental — accuracy not yet measured

In the paper

“Research in behavioural health has examined how digital applications that encourage healthy behaviours can be designed to fulfill the needs for competence, autonomy and relatedness203.”

What the sources say

• Supported

  The Introduction describes designing and testing digital features to support competence, autonomy, and relatedness. The “BEHAVIOR” section identifies health apps as technologies intended to influence exercise, healthy eating, or meditation, and the motivation-type section discusses technologies that encourage healthy behaviors. (LLM, conf=0.91)

  cites [203] Peters, D., Calvo, R. A. & Ryan, R. M. Designing for motivation, engagement and wellbeing in digital experience. Front. Psychol. 9, 797 (2018). source

In the paper

“Specifically, people need to feel that they are effective and masters of their environment (need for competence), that they are agents of their own behaviour as opposed to a ‘pawn’ of external pressures (need for autonomy), and that they experience meaningful connections with other people (need for relatedness)5,7.”

What the sources say

• ?Not checked — no full text of the sourcecites [5] Deci, E. L. & Ryan, R. M. Intrinsic motivation and Self-Determination in Human Behavior (Plenum, 1985). source
• ?Not checked — no full text of the sourcecites [7] Deci, E. L. & Ryan, R. M. The ‘what’ and ‘why’ of goal pursuits: human needs and the self-determination of behavior. Psychol. Inq. 11, 227–268 (2000). source

In the paper

“In stable and predictable environments, less self-determined forms of motivation might be sufficient to maintain the enactment of repetitive tasks and automation is more feasible as a replacement or support.”

In the paper

“Reducing uncertainty is central to most theories of human adaptation55 and is a strong motivational basis for goals and behaviour56.”

What the sources say

• ?Not checked — no full text of the sourcecites [55] Griffin, M. A. & Grote, G. When is more uncertainty better? A model of uncertainty regulation and effectiveness. Acad. Manage. Rev. 45, 745–765 (2020). source
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites [56] Van Den Bos, K. & Lind, E. A. in Handbook of the Uncertain Self (eds Arkin, R. M., Oleson, K. C. & Carroll, P. J.) 122–141 (Routledge, 2013).

In the paper

“Extrinsic motivation is subdivided according to the degree to which external influences are internalized (absorbed and transformed into internal tools to regulate activity engagement)5,9.”

What the sources say

• ?Not checked — no full text of the sourcecites [5] Deci, E. L. & Ryan, R. M. Intrinsic motivation and Self-Determination in Human Behavior (Plenum, 1985). source
• ?Not checked — no full text of the sourcecites [9] Howard, J., Gagné, M. & Morin, A. J. S. Putting the pieces together: reviewing the structural conceptualization of motivation within SDT. Motiv. Emot. 44, 846–861 (2020). source

In the paper

“Under higher levels of uncertainty, specific actions are difficult to define in advance. In contrast to action sequences that can be codified (for example, with algorithms) and repeated in predictable environments, the best action sequence is likely to involve flexibility and experimentation when the workplace is more uncertain.”

In the paper

“Future work might be characterized by environmental uncertainty interdependence, complexity, volatility and ambiguity52.”

What the sources say

• ?Not checked — no full text of the sourcecites [52] Latham, G. P. & Ernst, C. T. Keys to motivating tomorrow’s workforce. Hum. Resour. Manag. Rev. 16, 181–198 (2006). source

In the paper

“Higher levels of uncertainty require more adaptive behaviours, whereas higher levels of interdependence require more social, team-oriented and network-oriented behaviours54.”

What the sources say

• ?Not checked — no full text of the sourcecites [54] Griffin, M. A., Neal, A. & Parker, S. K. A new model of work role performance: positive behavior in uncertain and interdependent contexts. Acad. Manage. J. 50, 327–347 (2007). source

In the paper

“Self-determination theory also distinguishes between different types of motivation that workers might experience: intrinsic motivation (doing something for its own sake, out of interest and enjoyment), extrinsic motivation (doing something for an instrumental reason) and amotivation (lacking any reason to engage in an activity).”

What the sources say

• ?Not checked — no full text of the sourcecites [5] Deci, E. L. & Ryan, R. M. Intrinsic motivation and Self-Determination in Human Behavior (Plenum, 1985). source
• ?Not checked — no full text of the sourcecites [9] Howard, J., Gagné, M. & Morin, A. J. S. Putting the pieces together: reviewing the structural conceptualization of motivation within SDT. Motiv. Emot. 44, 846–861 (2020). source

In the paper

“For example, workforce inequalities between mature and younger workers are likely to increase owing to real or perceived differences in technology-related skills, with increased disparities in the type of jobs these workers engage in210,213.”

What the sources say

• ?Not checked — no full text of the sourcecites [210] Lythreatis, S., Singh, S. K. & El-Kassar, A.-N. The digital divide: a review and future research agenda. Technol. Forecast. Soc. Change 175, 121359 (2021). source
• ?Not checked — no full text of the sourcecites [213] Parker, S. K. & Andrei, D. M. Include, individualize, and integrate: organizational meta-strategies for mature workers. Work Aging Retire. 6, 1–7 (2019). source

In the paper

“Thus, technology developments offer clear opportunities to improve the satisfaction of candidates’ needs and to assess them in richer environments that more closely resemble work settings.”

In the paper

“another study found that home workers tended to be employees with young children and these workers were 50% less likely to be promoted than those based in the office140.”

What the sources say

• ?Not checked — no full text of the sourcecites [140] Bloom, N., Liang, J., Roberts, J. & Ying, Z. J. Does working from home work? evidence from a Chinese experiment. Q. J. Econ. 130, 165–218 (2014). source

In the paper

“Older workers might miss out on opportunities to upskill or might choose to leave the workforce early rather than face reskilling.”

In the paper

“Second, future work is likely to require new technical and communication skills, as well as adaptive and proactive skills. Thus, people with such skills are more likely to find work than those who do not or who have fewer opportunities (for example, education access) to develop them.”

In the paper

“Furthermore, candidate experience can influence decisions to accept a job offer and how positively the candidate will talk about the organization to other potential candidates and even clients, thereby influencing brand reputation86.”

What the sources say

• ?Not checked — no full text of the sourcecites [86] McCarthy, J. M. et al. Applicant perspectives during selection: a review addressing “so what?,” “what’s new?,” and “where to next?” J. Manag. 43, 1693–1725 (2017). source

In the paper

“Candidates may also feel increasing pressure to submit to employers’ requests to share personal information, such as social media profiles, which may further frustrate autonomy to the extent that candidates are reluctant to share this information82.”

What the sources say

• ?Not checked — no full text of the sourcecites [82] Cook, R., Jones-Chick, R., Roulin, N. & O’Rourke, K. Job seekers’ attitudes toward cybervetting: scale development, validation, and platform comparison. Int. J. Sel. Assess. 28, 383–398 (2020). source

In the paper

“Absent any interventions, the use of asynchronous video interviews removes the opportunity for candidates to meet the employer and get a feel for what it might be like to work for the employer, or to ask questions of their own84.”

What the sources say

• ?Not checked — no full text of the sourcecites [84] Guchait, P., Ruetzler, T., Taylor, J. & Toldi, N. Video interviewing: a potential selection tool for hospitality managers — a study to understand applicant perspective. Int. J. Hosp. Manag. 36, 90–100 (2014). source

In the paper

“These future work issues are therefore likely to increase gaps between skilled and non-skilled segments of the population, and consequently to increase societal pay disparities and poverty.”

In the paper

“Unlike a traditional or videoconference interview, candidates completing an asynchronous video interview do not interact directly with anyone from the employer organization, and they consequently often describe the experience as impersonal84.”

What the sources say

• ?Not checked — no full text of the sourcecites [84] Guchait, P., Ruetzler, T., Taylor, J. & Toldi, N. Video interviewing: a potential selection tool for hospitality managers — a study to understand applicant perspective. Int. J. Hosp. Manag. 36, 90–100 (2014). source

In the paper

“The second feature of the evolving workplace is an increasing level of interdependence among people, systems and technology.”

In the paper

“These benefits have driven the widespread adoption of technology in recruitment practices77, but they have also attracted criticism.”

What the sources say

• ?Not checked — no full text of the sourcecites [77] Basch, J. M. & Melchers, K. G. The use of technology-mediated interviews and their perception from the organization’s point of view. Int. J. Sel. Assess. 29, 495–502 (2021). source

In the paper

“Changing economies are increasing demand for highly skilled labour, meaning that employers are forced to compete heavily for talent68.”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites [68] World Economic Forum. The future of jobs report 2020. WEF https://www.weforum.org/reports/the-future-of-jobs-report-2020 (2020).

In the paper

“Furthermore, inequalities in terms of pay have already been observed between men and women215.”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites [215] Graf, N., Brown, A. & Patten, E. The narrowing, but persistent, gender gap in pay. Pew Research Center http://www.www.pewresearch.org/ft_18-04-06_wage_gap/ (2018).

In the paper

“Virtual environments and video-based assessments can better reproduce working environments than traditional ‘paper and pencil’ assessments, and AI is being used to simulate social interactions in work or similar contexts74.”

What the sources say

• ?Not checked — no full text of the sourcecites [74] Kotlyar, I. & Krasman, J. Virtual simulation: new method for assessing teamwork skills. Int. J. Sel. Assess. https://doi.org/10.1111/ijsa.12368 (2021). source

In the paper

“Indeed, people will more frequently be asked to change career paths as work is transformed by technology, to use and ‘sell’ their transferrable skills in creative ways, and to reskill.”

In the paper

“In addition, overly frequent transitions might limit deep learning opportunities and achievements, and disrupt important support networks221.”

What the sources say

• ?Not checked — no full text of the sourcecites [221] Baruch, Y. & Vardi, Y. A fresh look at the dark side of contemporary careers: toward a realistic discourse. Br. J. Manag. 27, 355–372 (2016). source

In the paper

“Employment stability started to decline during the 1980s with the rise of public ownership and international trade, the increased use of performance-based incentives and contracts, and the introduction of new technologies.”

In the paper

“However, a protean career orientation might fit only a small segment of the labour market.”

In the paper

“In an analysis of robots in surgery, technology designed purely for ‘efficiency’ reduced the opportunities for trainee surgeons to engage in challenging tasks and resulted in impaired skill development102, and therefore probably reduced competence need satisfaction.”

What the sources say

• ?Not checked — no full text of the sourcecites [102] Beane, M. Shadow learning: building robotic surgical skill when approved means fail. Adm. Sci. Q. 64, 87–123 (2019). source

In the paper

“Indeed, self-awareness is a component of authenticity and mindfulness, both of which are linked to the satisfaction of the need for autonomy227,228.”

What the sources say

• ?Not checked — no full text of the sourcecites [227] Kernis, M. H. & Goldman, B. M. A Multicomponent Conceptualization of Authenticity: Theory and Research Vol. 38 (Zana, M. P.) 283–357 (Academic, 2006). source
• ?Not checked — no full text of the sourcecites [228] Ryan, W. S. & Ryan, R. M. Toward a social psychology of authenticity: exploring within-person variation in autonomy, congruence, and genuineness using self-determination theory. Rev. Gen. Psychol. 23, 99–112 (2019). source

In the paper

“In short, the careers of the current and future workforce will be non-linear and will require people to be more adaptive and proactive in crafting their career.”

In the paper

“As the above examples show, the impact of new technologies on work design, and hence on need satisfaction, is powerful — but also mixed. That is, digital technologies can increase or decrease motivational work characteristics and can thereby influence need satisfaction (Fig. 3).”

In the paper

“Most occupations in most industries have at least some tasks that could be replaced by AI, yet currently there is no occupation in which all tasks could be replaced88.”

What the sources say

• ?Not checked — no full text of the sourcecites [88] Brynjolfsson, E., Mitchell, T. & Rock, D. What can machines learn, and what does it mean for occupations and the economy? AEA Pap. Proc. 108, 43–47 (2018). source

In the paper

“Change-averse individuals might regard protean careers as career-destructive and the identity changes associated with a protean career might be regarded as stressful.”

In the paper

“Moreover, rapid technological change and increasing uncertainty pushes organizations to hire for skill sets rather than fitting people into set jobs, requiring people to be aware of their skills and to know how to market them.”

In the paper

“In the context of a globally competitive skills market, employers risk losing high-quality candidates.”

In the paper

“Understanding these moderating factors is important because they provide potential ‘levers’ for creating more motivating work while still capitalizing on the advantages of technologies.”

In the paper

“Organizational implementation factors (for example, whether technology is selected, designed and implemented in a participatory way or how much training is given to support the introduction of technology) and technological design factors (for example, how much worker control is built into automated systems) are also fundamental in shaping the effect of technology on work design.”

In the paper

“Work design theory is intimately connected to self-determination theory, with early scholars arguing that work arrangements should create jobs in which employees can satisfy their core psychological needs89.”

What the sources say

• ?Not checked — no full text of the sourcecites [89] Hackman, J. R. & Lawler, E. E. Employee reactions to job characterisitics. J. Appl. Psychol. 55, 259–286 (1971). source

In the paper

“Such jobs often lack variety, skill use and meaning101, again reducing the opportunity for the work to meet competence needs.”

What the sources say

• ?Not checked — no full text of the sourcecites [101] Kittur, A. et al. in Proc. 2013 Conf. Comput. Support. Coop. Work 1301–1318 (ACM, 2013). source

In the paper

“Consequently, although there is relatively little research on proactivity in work redesign through technology, it is important to recognize that individuals will not necessarily be passive in the face of negative technologies.”

In the paper

“For example, online courses, training and webinars can improve workers’ knowledge, skills and abilities, and can therefore help workers to carry out their work tasks more proficiently, which increases self-efficacy and a sense of competence.”

In the paper

“other research has found no relationship between remote working and career prospects119.”

What the sources say

• ?Not checked — no full text of the sourcecites [119] Gajendran, R. S. & Harrison, D. A. The good, the bad, and the unknown about telecommuting: meta-analysis of psychological mediators and individual consequences. J. Appl. Psychol. 92, 1524–1541 (2007). source

In the paper

“Some remote workers experience an increased sense of control and autonomy over their work environment118–120 under these circumstances, resulting in lower family–work conflict, depression and turnover121,122.”

What the sources say

• ?Not checked — no full text of the sourcecites [118] Feldman, D. C. & Gainey, T. W. Patterns of telecommuting and their consequences: framing the research agenda. Hum. Resour. Manag. Rev. 7, 369–388 (1997). source
• ?Not checked — no full text of the sourcecites [119] Gajendran, R. S. & Harrison, D. A. The good, the bad, and the unknown about telecommuting: meta-analysis of psychological mediators and individual consequences. J. Appl. Psychol. 92, 1524–1541 (2007). source
• ?Not checked — no full text of the sourcecites [120] Perry, S. J., Rubino, C. & Hunter, E. M. Stress in remote work: two studies testing the demand-control-person model. Eur. J. Work Organ. Psychol. 27, 577–593 (2018). source
• ?Not checked — no full text of the sourcecites [121] Kossek, E. E., Lautsch, B. A. & Eaton, S. C. Telecommuting, control, and boundary management: correlates of policy use and practice, job control, and work–family effectiveness. J. Vocat. Behav. 68, 347–367 (2006). source
• ?Not checked — no full text of the sourcecites [122] Johnson, A. et al. A review and agenda for examining how technology-driven changes at work will impact workplace mental health and employee well-being. Aust. J. Manag. 45, 402–424 (2020). source

In the paper

“Self-determination theory suggests that it will be critical to actively design hybrid and remote work that meets relatedness needs to prevent these long-term issues.”

In the paper

“At the same time, technology might thwart competence needs, and increase fatigue and stress.”

What the sources say

• ?Not checked — no full text of the sourcecites [136] Day, A., Barber, L. K. & Tonet, J. in The Cambridge Handbook of Technology and Employee Behavior (ed. Landers, R. N.) 580–607 (Cambridge Univ. Press, 2019). source

In the paper

“For example, constant electronic messages (such as email or keeping track of online messaging platforms such as Slack or Microsoft Teams) are likely to increase in volume when working remotely, but can be distracting and prevent individuals from completing core tasks while they respond to incoming messages136.”

What the sources say

• ?Not checked — no full text of the sourcecites [136] Day, A., Barber, L. K. & Tonet, J. in The Cambridge Handbook of Technology and Employee Behavior (ed. Landers, R. N.) 580–607 (Cambridge Univ. Press, 2019). source

In the paper

“Some research suggests that two remote workdays a week provides the optimum balance148.”

What the sources say

• ?Not checked — no full text of the sourcecites [148] Golden, T. D. & Veiga, J. F. The impact of extent of telecommuting on job satisfaction: resolving inconsistent findings. J. Manag. 31, 301–318 (2005). source

In the paper

“This type of remote work is increasingly occurring whether or not individuals themselves are based remotely, and can potentially enhance performance.”

In the paper

“Hybrid work seems to offer the best of both worlds, providing opportunities for connection and collaboration while in the workplace, and affording autonomy in terms of flexible working.”

In the paper

“Office social environments could be degraded permanently if fewer people frequent the office on a daily basis, such that workers may not be in the office at the same time as collaborators, and there might be fewer people to ask for help or talk with informally.”

In the paper

“If virtual workers must coordinate some of their work tasks with colleagues, it can be difficult to synchronize and coordinate actions, working schedules and breaks, motivate each other, and assist each other with timely information exchange115.”

What the sources say

• ?Not checked — no full text of the sourcecites [115] Raghuram, S., Wiesenfeld, B. & Garud, R. Technology enabled work: the role of self-efficacy in determining telecommuter adjustment and structuring behavior. J. Vocat. Behav. 63, 180–198 (2003). source

In the paper

“Virtual work also affects work design and changes how psychological needs can be satisfied and frustrated (Table 1), which has implications for both managers and employees.”

In the paper

“The negative effects of monitoring can also be reduced if monitoring is used constructively to help employees develop through feedback129–133, and when employees participate in the design and control of the monitoring systems134,135.”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites [129] Aiello, J. R. & Shao, Y. in Human–Computer Interaction: Applications and Case Studies (eds Smith, M. J. & Salvendy, G.) 1011–1016 (Elsevier Science, 1993).
• ?Not checked — no full text of the sourcecites [130] Griffith, T. L. Monitoring and performance: a comparison of computer and supervisor monitoring. J. Appl. Soc. Psychol. 23, 549–572 (1993). source
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites [131] Stone, E. F. & Stone, D. L. in Research in Personnel and Human Resource Management Vol. 8 (eds Ferris, G. R. & Rowland, K. M.) 349–411 (JAI, 1990).
• ?Not checked — no full text of the sourcecites [132] Wells, D. L., Moorman, R. H. & Werner, J. M. The impact of the perceived purpose of electronic performance monitoring on an array of attitudinal variables. Hum. Resour. Dev. Q. 18, 121–138 (2007). source
• ?Not checked — no full text of the sourcecites [133] Ravid, D. M., Tomczak, D. L., White, J. C. & Behrend, T. S. EPM 20/20: a review, framework, and research agenda for electronic performance monitoring. J. Manag. 46, 100–126 (2020). source
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites [134] De Tienne, K. B. & Abbott, N. T. Developing an employee-centered electronic monitoring system. J. Syst. Manag. 44, 12–13 (1993).
• ?Not checked — no full text of the sourcecites [135] Stanton, J. M. & Barnes-Farrell, J. L. Effects of electronic performance monitoring on personal control, task satisfaction, and task performance. J. Appl. Psychol. 81, 738–745 (1996). source

In the paper

“Individuals might also require training in the use of information communication technology, and even then, technology can malfunction, preventing workers from completing tasks, and causing frustration and distress136,137.”

What the sources say

• ?Not checked — no full text of the sourcecites [136] Day, A., Barber, L. K. & Tonet, J. in The Cambridge Handbook of Technology and Employee Behavior (ed. Landers, R. N.) 580–607 (Cambridge Univ. Press, 2019). source
• ?Not checked — no full text of the sourcecites [137] Day, A., Scott, N. & Kevin Kelloway, E. in New Developments in Theoretical and Conceptual Approaches to Job Stress Vol. 8 (eds Perrewé, P. L. & Ganster, D. C.) 317–350 (Emerald, 2010). source

In the paper

“Although some research suggests that those who work flexibly are viewed as less committed to their career139 and might be overlooked for career progression140”

What the sources say

• ?Not checked — no full text of the sourcecites [139] Coltrane, S., Miller, E. C., DeHaan, T. & Stewart, L. Fathers and the flexibility stigma. J. Soc. Issues 69, 279–302 (2013). source
• ?Not checked — no full text of the sourcecites [140] Bloom, N., Liang, J., Roberts, J. & Ying, Z. J. Does working from home work? evidence from a Chinese experiment. Q. J. Econ. 130, 165–218 (2014). source

In the paper

“Finally, remote workers can suffer from professional isolation because there are fewer opportunities to meet or be introduced to connections that enable career development and progression138, which could influence their feelings of competence in the long run.”

What the sources say

• ?Not checked — no full text of the sourcecites [138] Cooper, C. D. & Kurland, N. B. Telecommuting, professional isolation, and employee development in public and private organizations. J. Organ. Behav. 23, 511–532 (2002). source

In the paper

“However, the need for coordination and information sharing to achieve team goals is likely to be enhanced by how team members support and satisfy each other’s psychological needs166, which might be more difficult under virtual work conditions.”

What the sources say

• ?Not checked — no full text of the sourcecites [166] Gagne, M. A model of knowledge-sharing motivation. Hum. Resour. Manage. 48, 571–589 (2009). source