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

In the paper

“Satisfaction of the three psychological needs described above is significantly related to more self-determined motivation8.”

What the sources say

• Supported

  The RW Analyses of the Three Needs (p. 19) report that each of the three needs uniquely predicts intrinsic motivation and, broadly, identified motivation—both more self-determined forms of motivation. The paper notes that the needs explain little variance in external or introjected motivation, but the citing sentence does not claim otherwise. (LLM, conf=0.90)

  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

“Historically, automation has replaced more routine physically demanding, dangerous or repetitive work in industries such as manufacturing, with little impact on professional and managerial occupations1.”

What the sources say

• Partly supported

  The sections on Job Demands and Skill Variety and Use say automation replaces heavy manual work and can take over “dull, dirty, and dangerous” tasks. The Moderators section says high-skilled and non-routine jobs fare better under technological change, but the paper does not establish that automation historically had little impact on professional and managerial occupations specifically. Page numbers were not available in our copy. (LLM, conf=0.83)

  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

In the paper

“However, since the mid-2010s, automation has replaced many repetitive error-prone administrative tasks such as processing legal documents, directing service queries and employee selection screening2,3.”

What the sources say

• Partly supported

  The ‘Algorithmic management as a sociotechnical concept’ section (p. 2) describes CV screening and algorithmic evaluations of interviews, supporting the employee-screening example. The copy does not substantiate the mid-2010s date or the examples of processing legal documents and directing service queries. It also describes organizational choices about whether processes are replaced or augmented, rather than saying automation has replaced all the tasks listed. (LLM, conf=0.88)

  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 checked — no full text of the sourcecites [3] Langer, M. & Landers, R. N. The future of artificial intelligence at work: a review on effects of decision automation and augmentation on workers targeted by algorithms and third-party observers. Comput. Hum. Behav. 123, 106878 (2021). source

In the paper

“Meanwhile, technological developments, largely delivered online, have radically increased the reach, scalability and variety of selection methods available to employers69.”

What the sources say

• Supported

  The section on Digital Selection Procedures says technology has had a significant impact on selection through new methods and digital adaptations of existing ones, and identifies five types of digital procedure. The Online Applications section reports shorter hiring cycles, lower costs and expanded applicant pools; the Critical Appraisal section likewise says digital technology reduces barriers of distance, cost and time. Together these support the paraphrase about greater variety, scalability and reach. (LLM, conf=0.90)

  cites [69] Woods, S. A., Ahmed, S., Nikolaou, I., Costa, A. C. & Anderson, N. R. Personnel selection in the digital age: a review of validity and applicant reactions, and future research challenges. Eur. J. Work Organ. Psychol. 29, 64–77 (2020). source

In the paper

“Increased robotization increases the gender pay gap216”

What the sources say

• Supported

  The paper’s Conclusions (Section 6) explicitly state that robotization increases the gender pay gap. The finding is based on data from 20 European countries from 2006 to 2014; the authors note that it is mostly driven by countries with high initial gender inequality and outsourcing destination countries. (LLM, conf=0.94)

  cites [216] Aksoy, C. G., Özcan, B. & Philipp, J. Robots and the gender pay gap in Europe. Eur. Econ. Rev. 134, 103693 (2021). source

In the paper

“Adaptive (coping with and responding to change) and proactive (initiating change) performance can be promoted by satisfying the needs for competence, autonomy and relatedness, and self-determined motivation4,58.”

What the sources say

• ?Not matched

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

  cites [4] Gagné, M., Parker, S. K. & Griffin, M. A. in Research Agenda for Employee Engagement in a Changing World of Work (eds Meyer, J. P. & Schneider, B.) 137–153 (Edward Elgar, 2021).
• Partly supported

  The Work role performance section reports positive associations between autonomous motivation and adaptive and proactive performance, and between satisfaction of all three needs and autonomous motivation. The Discussion also describes a role for motivation in promoting performance. The paper does not establish that satisfying those needs promotes adaptive or proactive performance; the reported findings are correlations, not a tested intervention or causal pathway. (LLM, conf=0.83)

  cites [58] Gagné, M., Forest, J., Vansteenkiste, M., Crevier-Braud, L. & Broeck, A. The multidimensional work motivation scale: validation evidence in seven languages and nine countries. Eur. J. Work Organ. Psychol. 24, 178–196 (2015). sourceExperimental — accuracy not yet measured

In the paper

“For example, the perceived job-relatedness of an assessment is associated with whether or not candidates view the assessment positively69,80.”

What the sources say

• ?Could not verify

  The Online Applications section says applicants’ perceptions relate to system design, content, and usability, but it does not link perceived job-relatedness to positive views of an assessment. Searches for job-relatedness, job relevance, and face validity did not locate that link in our copy; page numbers were unavailable. (LLM, conf=0.70)

  cites [69] Woods, S. A., Ahmed, S., Nikolaou, I., Costa, A. C. & Anderson, N. R. Personnel selection in the digital age: a review of validity and applicant reactions, and future research challenges. Eur. J. Work Organ. Psychol. 29, 64–77 (2020). sourceExperimental — accuracy not yet measured
• ?Not checked — no full text of the sourcecites [80] Hausknecht, J. P., Day, D. V. & Thomas, S. C. Applicant reactions to selection procedures: an updated model and meta-analysis. Pers. Psychol. 57, 639–683 (2004). source

In the paper

“The rapid growth of networks enabled by communication technologies (for example, Microsoft Teams, Slack and Webex) has produced positive and negative effects on performance and well-being.”

What the sources say

• Partly supported

  Section 2.1 describes both benefits and drawbacks of mobile ICTs for managing work–life boundaries, and section 5.1 reports flexibility alongside social isolation among homeworkers. The paper does not establish that rapid growth of communication-technology networks caused effects on performance and well-being generally, nor does it study the named platforms. Page numbers were not available in our copy. (LLM, conf=0.86)

  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). sourceExperimental — accuracy not yet measured
• ?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
• ?Not checked — no full text of the sourcecites [63] Lisitsa, E. et al. Loneliness among young adults during covid-19 pandemic: the mediational roles of social media use and social support seeking. J. Soc. Clin. Psychol. 39, 708–726 (2020). source

In the paper

“Technology-based assessments also afford candidates the autonomy to interact with prospective employers at times and locations of their choosing70,71.”

What the sources say

• ?Not matched

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

  cites [70] Lukacik, E.-R., Bourdage, J. S. & Roulin, N. Into the void: a conceptual model and research agenda for the design and use of asynchronous video interviews. Hum. Resour. Manag. Rev. 32, 100789 (2020).
• Partly supported

  The Introduction (p. 3) says candidates can complete an asynchronous video interview at a time and place of their choosing. That supports the claim for AVIs, but the paper does not establish it for technology-based assessments generally. It also describes AVI responses as recorded for later evaluation, rather than direct interaction with an employer. (LLM, conf=0.84)

  cites [71] Dunlop, P. D., Holtrop, D. & Wee, S. How asynchronous video interviews are used in practice: a study of an Australian-based AVI vendor. Int. J. Sel. Assess. https://doi.org/10.1111/ijsa.12372 (2022). sourceExperimental — accuracy not yet measured

In the paper

“Furthermore, video-based, virtual, gamified and AI-based assessment technologies3,72–74 have improved the fidelity and immersion of the selection process.”

What the sources say

• ?Not checked — no full text of the sourcecites [3] Langer, M. & Landers, R. N. The future of artificial intelligence at work: a review on effects of decision automation and augmentation on workers targeted by algorithms and third-party observers. Comput. Hum. Behav. 123, 106878 (2021). source
• Partly supported

  The passage labeled Abstract (page unavailable) says game elements were added to computer-based simulations to make assessment more immersive and engaging. It does not establish that these technologies improved selection fidelity, and it provides no comparable finding for AI-based or video-based assessment. The paper also says further research is needed to determine whether particular game elements improve outcomes. (LLM, conf=0.86)

  cites [72] Armstrong, M. B., Ferrell, J. Z., Collmus, A. B. & Landers, R. N. Correcting misconceptions about gamification of assessment: more than SJTs and badges. Ind. Organ. Psychol. 9, 671–677 (2016). sourceExperimental — accuracy not yet measured
• ?Not checked — no full text of the sourcecites [73] Armstrong, M. B. Landers, R. N. & Collmus, A. B. in Emerging Research and Trends in Gamification (eds Gangadharbatla, H. & Davis, D. Z.) 140–165 (IGI Global, 2016). source
• ?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

“Because technologies have changed rapidly, research on candidates’ reactions to these new selection methods has not kept up69.”

What the sources say

• Supported

  The “Applicant Reactions to DSPs” section states that research has fallen behind organizations’ rapid adoption of digital selection procedures, particularly regarding applicant perspectives. This directly supports the citing sentence; the indexed passage has no page number. (LLM, conf=0.95)

  cites [69] Woods, S. A., Ahmed, S., Nikolaou, I., Costa, A. C. & Anderson, N. R. Personnel selection in the digital age: a review of validity and applicant reactions, and future research challenges. Eur. J. Work Organ. Psychol. 29, 64–77 (2020). source

In the paper

“Just as time pressure can stimulate proactivity104, we should expect that technology that creates poor work design will motivate job crafting and other proactive behaviours from workers seeking to meet their psychological needs better105.”

What the sources say

• Partly supported

  In “An Integrative Model” (page unavailable), the paper says employees can cope with ICT-related stressors through job crafting and self-regulation. It does not say that technology-induced poor work design will motivate job crafting or other proactive behaviours, or that workers do so to meet psychological needs. (LLM, conf=0.84)

  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

In the paper

“For example, in the aviation industry, manual flying skills can become degraded due to a lack of opportunity to practice when aircraft are highly automated99, decreasing the opportunity for pilots to meet their need for competence.”

What the sources say

• Supported

  In “Previous Work investigating Pilots’ Manual Flying Skills” (p. 4), the paper says increased automation can reduce opportunities to practise manual flying and degrade performance. It also reports agreement that manual flying skills tend to decline from lack of practice as automated systems are used more. The citation is attached to that aviation claim; the statement about meeting a need for competence is the citing authors’ framing. (LLM, conf=0.93)

  cites [99] Haslbeck, A. & Hoermann, H.-J. Flying the needles: flight deck automation erodes fine-motor flying skills among airline pilots. Hum. Factors 58, 533–545 (2016). source

In the paper

“These moderating factors include individual aspects, such as the level of skill an individual has or the individual’s personality.”

What the sources say

• Supported

  Table 1, in the section “Effect of Technology on Job Autonomy and Control,” explicitly lists individual-level moderators of technology’s effects on work design, including personality and skill. The “Moderators” section also discusses how skill level affects who gains autonomy benefits from technology. (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

“Highly skilled individuals or those with proactive personalities might actively shape the technology and/or craft their work design to better meet their needs and increase their motivation1.”

What the sources say

• Partly supported

  The Moderators section says highly skilled workers have greater bargaining power to demand better work designs, while the Conclusions and Intervention Strategies section describes job crafting as employees’ self-initiated efforts to change their jobs. The Introduction also advocates adapting technology and work design to human needs. These passages support the possibility of actively shaping work, but they do not specifically link proactive personalities to doing so or say that such individuals thereby increase their motivation. (LLM, conf=0.82)

  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

In the paper

“More generally, individuals proactively seek a better fit with their job through behaviours such as idiosyncratic deals (non-standard work arrangements negotiated between an employee and an employer) and job crafting (changing one’s work design to align one’s job with personal needs, goals and skills)39,40 (Box 2).”

What the sources say

• ?Not checked — no full text of the sourcecites [39] Tims, M., Bakker, A. B. & Derks, D. Development and validation of the job crafting scale. J. Vocat. Behav. 80, 173–186 (2012). source
• Supported

  In “Proactive Goal Generation” (p. 5), the paper describes people proactively seeking a better fit by negotiating changes to their jobs. Its table (p. 30, labelled “References” in our copy) gives negotiating an i-deal and crafting job duties as examples of such behaviour. (LLM, conf=0.92)

  cites [40] Parker, S. K., Bindl, U. K. & Strauss, K. Making things happen: a model of proactive motivation. J. Manag. 36, 827–856 (2010). source

In the paper

“However, new technologies can also undermine the design of motivating work, and thus reduce workers’ need satisfaction1.”

What the sources say

• Supported

  The sections on skill variety and use and on social and relational aspects of work describe ways technology can diminish meaningful, motivating work and hinder social connection. The latter section identifies social connection as a human need, supporting the claim that such changes can reduce need satisfaction. The paper also emphasizes that technology's effects vary with its design and use. (LLM, conf=0.86)

  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

“Thus, poor work design might negatively influence work motivation through poor need satisfaction, especially the need for competence, owing to the lack of opportunity to maintain one’s skills or gain new ones2.”

What the sources say

• Partly supported

  The Shifting roles section says algorithmic work design can deskill workers, leave some without training, and assign repetitive work that produces no new learning. The Algorithmic competencies section links lack of competency to reduced autonomy. Neither passage establishes the claimed pathway through competence-need satisfaction to lower work motivation. (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

In the paper

“Indeed, ‘screen’ interactions are more stressful and effortful than face-to-face interactions.”

What the sources say

• Partly supported

  The Cognitive Load section says that, compared with face-to-face interaction, Zoom users must work harder to send and receive nonverbal signals. The paper also describes potentially uncomfortable aspects of Zoom, but its Conclusion says these proposed psychological effects are largely hypothetical and have rarely been directly tested. The claim presents a broad comparison of all screen interactions as an established fact, which the paper does not support. (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 passage (page unavailable) describes videoconferencing fatigue, increased cognitive load, and psychologically taxing self-video. It does not establish that screen interactions generally are more stressful or effortful than face-to-face interactions; its reported camera-on comparison is with camera-off virtual meetings, not in-person meetings. (LLM, conf=0.86)

  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

  In Discussion > Implications for practice (page unavailable), the paper says videoconferencing may require more cognitive effort than face-to-face interaction. Root causes of Zoom fatigue > Unnatural interaction with multiple faces (page unavailable) describes a possible source of stress. The claim broadens these qualified points about videoconferencing to all screen interactions and states them as an unqualified comparison. (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

“Technology can potentially influence work design and therefore employee motivation in positive ways1.”

What the sources say

• Supported

  In “A Central Role for Work Design” (page not supplied), the paper says technology can affect work design positively or negatively and identifies motivation as an outcome of work characteristics. It also says organizations can make choices that improve technology’s effect on work design and, consequently, on important outcomes. (LLM, conf=0.92)

  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

“For example, within manufacturing, complex production systems in which cyber-machines are connected in a factory-wide information network require strategic human decision-makers operating in complex, varied and high-level autonomy jobs98.”

What the sources say

• Partly supported

  Section 4.1.1 says factory-scale cyber-physical systems can shift human work toward more complex, broader-scope decisions, and the Discussion says humans remain important for supervision of complex automated processes. But the Abstract and sections 4.1.3 and 4.2 say job autonomy and the grouping of tasks depend on technical design and management choices; they do not say such systems necessarily require all human decision-makers to hold complex, varied, high-autonomy jobs. The paper assigns strategic decisions about automation and job design to management. (LLM, conf=0.87)

  cites [98] Waschull, S., Bokhorst, J. A. C., Molleman, E. & Wortmann, J. C. Work design in future industrial production: transforming towards cyber-physical systems. Comput. Ind. Eng. 139, 105679 (2020). sourceExperimental — accuracy not yet measured

In the paper

“Virtual work can also present challenges for meeting workers’ need for relatedness141.”

What the sources say

• Supported

  The Social well-being dimension section identifies social isolation and reduced informal interaction with colleagues as concerns for remote e-workers. The Practical Implications section recommends support networks and face-to-face contact to address isolation. Together, these passages support the claim that virtual work can make relatedness harder to meet. (LLM, conf=0.91)

  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

In the paper

“For example, Israeli employees with autism who had to work from home during the COVID-19 pandemic experienced significantly lower competence and autonomy satisfaction than before the pandemic149.”

What the sources say

• Supported

  The Abstract reports that Israeli autistic employees who transitioned to remote work from home had a significant decrease in satisfaction of the work-related needs for competence and autonomy. It describes a longitudinal comparison of survey responses before and during COVID-19. (LLM, conf=0.93)

  cites [149] Goldfarb, Y., Gal, E. & Golan, O. Implications of employment changes caused by COVID-19 on mental health and work-related psychological need satisfaction of autistic employees: a mixed-methods longitudinal study. J. Autism Dev. Disord. 52, 89–102 (2022). source

In the paper

“Finally, reduced mobility from having to stay in the camera frame has been shown to reduce individual performance relative to face-to-face meetings109–112.”

What the sources say

• Partly supported

  The Reduced Mobility section says staying in camera view limits movement and cites studies linking movement to better performance. It does not report a study showing that this camera-related restriction reduces individual performance compared with face-to-face meetings; that is an inference from the evidence it discusses. The supplied passages do not give page numbers. (LLM, conf=0.87)

  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 introductory passage labeled Abstract (page unavailable) identifies reduced mobility as a theorized contributor to virtual-meeting fatigue and says that fatigue can harm productivity. It does not show that staying in camera frame reduces individual performance, or compare performance with face-to-face meetings. (LLM, conf=0.86)

  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
• ?Could not verify

  The Study context section says participants are typically visible only from the face or torso, and Implications for practice raises changes in body position as a question about stress. Neither passage says that staying in the camera frame restricts mobility or that such restriction reduces individual performance relative to face-to-face meetings. Searches for mobility, camera-frame restrictions, and individual performance found no passage addressing that link. (LLM, conf=0.74)

  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

“However, managers and organizations might rob workers of this autonomy by closely monitoring them, for example by checking their computer or phone usage123.”

What the sources say

• Partly supported

  The 'Algorithmic monitoring' section says monitoring can reduce workers' autonomy in choosing their work methods and lists internet browser history among the information systems can collect. This supports the general claim and a computer-use example, but the passages do not identify checking phone usage as an example. (LLM, conf=0.82)

  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). sourceExperimental — accuracy not yet measured

In the paper

“This can make it harder for employees to acquire and share information53.”

What the sources say

• Supported

  Section B states that remote work made collaboration networks more static and siloed and concludes that these effects may make it harder for employees to acquire and share new information. The citing sentence preserves that qualified conclusion. (LLM, conf=0.95)

  cites [53] Yang, L. et al. The effects of remote work on collaboration among information workers. Nat. Hum. Behav. 6, 43–54 (2022). source

In the paper

“For example, the transition to working from home made employees question how and why they work234.”

What the sources say

• Supported

  The Abstract says that workers re-evaluated their lives and priorities after pandemic lockdowns and newfound freedoms, and that many no longer wanted to return to inflexible, in-person work. Read alongside its account of the shift to home working, this supports the claim as a paraphrase. (LLM, conf=0.86)

  cites [234] Hopkins, J. C. & Figaro, K. A. The great resignation: an argument for hybrid leadership. Int. J. Bus. Manag. Res. 9, 393–400 (2021). source

In the paper

“Moreover, the technical complexity and opacity of algorithmic systems187–189 deprives workers of the ability to understand and master the system that governs their work, which limits their voice and enpowerment172,185,190.”

What the sources say

• ?Not checked — no full text of the sourcecites [187] Anthony, C. When knowledge work and analytical technologies collide: the practices and consequences of black boxing algorithmic technologies. Adm. Sci. Q. 66, 1173–1212 (2021). source
• Partly supported

  Section 3.1 identifies bank employees as operators and decision-makers, and §3.2 says a lack of relevant knowledge can prevent them from performing those roles. The paper does not establish the broader claim that opaque systems governing workers’ work limit their voice or empowerment. Page numbers were not available in our copy. (LLM, conf=0.86)

  cites [188] Zednik, C. Solving the black box problem: a normative framework for explainable artificial intelligence. Phil. Technol. 34, 265–288 (2021). sourceExperimental — accuracy not yet measured
• ?Not checked — no full text of the sourcecites [189] Schlicker, N. et al. What to expect from opening up ‘black boxes’? Comparing perceptions of justice between human and automated agents. Comput. Hum. Behav. 122, 106837 (2021). 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

  Section 4.3 (Performance management; page unavailable) reports limited transparency about how work-assignment algorithms are changed. Section 4.1 (Employment relations; page unavailable) says workers in a power imbalance can struggle to have their voice heard, and section 4.2 describes constrained autonomy. The paper does not establish the claimed causal chain in which technical complexity prevents workers from understanding and mastering the system, thereby limiting their voice and empowerment. (LLM, conf=0.84)

  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

  In “Digitalisation and algorithmic management in home credit” (pp. 9–10), the paper reports that algorithmic lending decisions reduced agents’ input and autonomy, although agents could sometimes request a review. It does not attribute that reduction to technical complexity or opacity, or say that workers cannot understand or master the system; nor does it establish a resulting loss of voice or empowerment. (LLM, conf=0.85)

  cites [190] Terry, E., Marks, A., Dakessian, A. & Christopoulos, D. Emotional labour and the autonomy of dependent self-employed workers: the limitations of digital managerial control in the home credit sector. Work Employ. Soc. https://doi.org/10.1177/0950017020979504 (2021). sourceExperimental — accuracy not yet measured

In the paper

“Specifically, whether algorithmic management systems consider human motivational factors in their design influences whether workers are given enough autonomy, skills usage, task variety, social contact, role clarity (including knowing the impact of one’s work) and a manageable workload123.”

What the sources say

• Partly supported

  The introduction and the section on job resources and demands describe how algorithmic-management design can shape autonomy, task variety, social support, role clarity and workload. The paper discusses job complexity and problem-solving opportunities, but does not specifically establish skills usage as an outcome. It also treats knowing the impact of one’s work as task significance, not as part of role clarity. Page numbers were not available in our copy. (LLM, conf=0.83)

  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). sourceExperimental — accuracy not yet measured

In the paper

“Algorithmic management tends to foster the ‘working-for-data’ phenomenon (or datafication of work)172,178,179, leading workers to focus their efforts on aspects of work that are being monitored and quantified at the expense of other tasks that might be more personally valued or meaningful.”

What the sources say

• ?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 'Framework on Datafication Technology Control Configurations' section (page unavailable) says tracking technologies can align employee behavior with prescribed patterns and performance targets. It does not say that workers consequently prioritize monitored, quantified tasks at the expense of other work, or describe that trade-off as 'working-for-data.' (LLM, conf=0.78)

  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
• ?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

In the paper

“Need-satisfying leadership, such as transformational leadership (charismatic or inspirational)15, can encourage job crafting and other proactive work behaviours198,199.”

What the sources say

• ?Not checked — no full text of the sourcecites [15] Hetland, H., Hetland, J., Andreassen, C. S., Pallessen, S. & Notelaers, G. Leadership and fulfillment of the three basic psychological needs at work. Career Dev. Int. 16, 507–523 (2011). source
• Supported

  Section 4.1 reports a positive relationship between transformational leadership and daily proactive job crafting, and describes transformational leaders as important to the initiation of proactive behaviour more generally. The Conclusion says leaders who inspire, stimulate and attend to followers’ individual needs encourage them to take responsibility for their working conditions; the job-crafting relationship was particularly strong among followers high in promotion focus. (LLM, conf=0.90)

  cites [198] Hetland, J., Hetland, H., Bakker, A. B. & Demerouti, E. Daily transformational leadership and employee job crafting: the role of promotion focus. Eur. Manag. J. 36, 746–756 (2018). source
• ?Not checked — no full text of the sourcecites [199] Schmitt, A., Den Hartog, D. N. & Belschak, F. D. Transformational leadership and proactive work behaviour: a moderated mediation model including work engagement and job strain. J. Occup. Organ. Psychol. 89, 588–610 (2016). source

In the paper

“Workers’ typical response to the lack of transparency is to organize themselves on social media to share any insights they have on what the algorithm ‘wants’ as a way to gain back some control over their work183,191.”

What the sources say

• ?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
• Supported

  In “Epistemic risks: Lack of transparency” (p. 13), the paper says riders turn to one another to explore how the platform works, including across social media and WhatsApp, and seek clarity to help navigate their work. The Conclusion (p. 14) likewise says workers turn to one another to fill gaps in their understanding. The claim describes this as a way to regain control, not as proof that they succeeded. (LLM, conf=0.88)

  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). source

In the paper

“The evidence so far suggests that the mostly comparative feedback provided by algorithmic management is insufficiently informative because the value of the feedback is short-lived — continuously updating algorithms change what is required to perform well177,183,185.”

What the sources say

• ?Not matched

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

  cites [177] Stark, D. & Pais, I. Algorithmic management in the platform economy. Sociologica 14, 47–72 (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

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

  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

In the paper

“At the same time, linking rewards to this feedback could decrease intrinsic motivation, because the contingency between work behaviour and pay limits worker discretion and therefore reduces their autonomy26.”

What the sources say

• Partly supported

  The discussion on pp. 628–629 says performance-contingent rewards can feel controlling and tend to undermine intrinsic motivation; the conclusion on pp. 658–659 says reward contingencies can forestall self-regulation. These passages support the proposed mechanism, but the paper does not establish that linking workers’ pay to feedback specifically limits their discretion or reduces their autonomy. (LLM, conf=0.84)

  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

In the paper

“Sociotechnical aspects of the system2,209 (such as transparency, privacy, accuracy, invasiveness and human control) and organizational policies surrounding their use could mitigate the motivational effects of algorithmic management.”

What the sources say

• Partly supported

  The sections “Algorithmic management as a sociotechnical concept” and “Overcoming opacity” describe how organizational choices shape these systems and how policies and stakeholder participation can address opacity. The paper also reports that retaining control can reduce algorithm aversion. These passages support the relevance of system design and organizational policy, but they do not establish that those factors mitigate motivational effects specifically. (LLM, conf=0.82)

  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
• Partly supported

  Sections 4.1 and 4.4 say that informing employees and using a structured approach to AI integration may alleviate negative expectations and improve psychological outcomes. Section 2.3 also links acceptance of AI to system design and the implementing institution. The paper does not specifically say that transparency, privacy, accuracy, invasiveness, human control, or organizational policies mitigate the motivational effects of algorithmic management; pages are unavailable in our copy. (LLM, conf=0.82)

  cites [209] Makarius, E. E., Mukherjee, D., Fox, J. D. & Fox, A. K. Rising with the machines: a sociotechnical framework for bringing artificial intelligence into the organization. J. Bus. Res. 120, 262–273 (2020). sourceExperimental — accuracy not yet measured

In the paper

“For example, giving autonomy and empowering virtual teams is crucial for good team performance206.”

What the sources say

• Supported

  In the discussion of the results, the authors recommend increasing team empowerment to improve virtual teams’ processes and customer satisfaction. The paper also identifies autonomy as a dimension of empowerment and calls empowerment a critical predictor of virtual team performance. (LLM, conf=0.91)

  cites [206] Kirkman, B. L., Rosen, B., Tesluk, P. E. & Gibson, C. B. The impact of team empowerment on virtual team performance: the moderating role of face-to-face interaction. Acad. Manage. J. 47, 175–192 (2004). source

In the paper

“Thus, work requirements for employees are increasingly encompassing tasks that cannot be readily automated, such as interpersonal negotiations and service innovations4: in other words, work that cannot be easily achieved through algorithms.”

What the sources say

• ?Not matched

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

  cites [4] Gagné, M., Parker, S. K. & Griffin, M. A. in Research Agenda for Employee Engagement in a Changing World of Work (eds Meyer, J. P. & Schneider, B.) 137–153 (Edward Elgar, 2021).

In the paper

“According to self-determination theory5,6, three psychological needs must be fulfilled to adequately motivate workers and ensure that they perform optimally and experience well-being.”

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 [6] Gagné, M. & Deci, E. L. Self-determination theory and work motivation. J. Organ. Behav. 26, 331–362 (2005). source

In the paper

“According to meta-analytic evidence, more self-determined (that is, intrinsic or more internalized) motivation is more positively associated with key attitudinal and performance outcomes, such as job satisfaction, organizational commitment, job performance and proactivity than more controlled motivation (that is, extrinsic or less internalized)10.”

What the sources say

• ?Not checked — no full text of the sourcecites [10] Van den Broeck, A., Howard, J. L., Van Vaerenbergh, Y., Leroy, H. & Gagné, M. Beyond intrinsic and extrinsic motivation: a meta-analysis on self-determination theory’s multidimensional conceptualization of work motivation. Organ. Psychol. Rev. 11, 240–273 (2021). source

In the paper

“For example, initial research shows that people perceive fewer opportunities to demonstrate their strengths and capabilities in interviews they know will be evaluated by AI, compared to those evaluated by humans83.”

What the sources say

• ?Not checked — no full text of the sourcecites [83] Langer, M., König, C. J. & Hemsing, V. Is anybody listening? The impact of automatically evaluated job interviews on impression management and applicant reactions. J. Manag. Psychol. 35, 271–284 (2020). source

In the paper

“Moreover, technologies and automation can lead to the loss of human competencies as people stop using these skills64–67.”

What the sources say

• ?Not checked — no full text of the sourcecites [64] Bhardwaj, S., Bhattacharya, S., Tang, L. & Howell, K. E. Technology introduction on ships: the tension between safety and economic rationality. Saf. Sci. 115, 329–338 (2019). source
• ?Not checked — no full text of the sourcecites [65] Rani, U. & Furrer, M. Digital labour platforms and new forms of flexible work in developing countries: algorithmic management of work and workers. Compet. Change 25, 212–236 (2021). source
• ?Not checked — no full text of the sourcecites [66] Schörpf, P., Flecker, J., Schönauer, A. & Eichmann, H. Triangular love–hate: management and control in creative crowdworking. N. Technol. Work Employ. 32, 43–58 (2017). source
• ?Not matched

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

  cites [67] World Economic Forum. The future of jobs: employment, skills and workforce strategy for the fourth industrial revolution. WEF https://www.weforum.org/reports/the-future-of-jobs (2016).

In the paper

“First, the digital divide (unequal access to, and ability to use, information communication technologies)51 is likely to be exacerbated by technological advances that might become more costly and require more specialized skills.”

What the sources say

• ?Not matched

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

  cites [51] Van Dijk, J. The Digital Divide (Wiley, 2020).

In the paper

“However, networking platforms lead some individuals to experience more isolation rather than more connectedness63.”

What the sources say

• ?Not checked — no full text of the sourcecites [63] Lisitsa, E. et al. Loneliness among young adults during covid-19 pandemic: the mediational roles of social media use and social support seeking. J. Soc. Clin. Psychol. 39, 708–726 (2020). source

In the paper

“We expect that it would be difficult for candidates to evaluate the job-relatedness of this information, unless provided with a rationale.”

In the paper

“Immersion is enhanced by richer media and gamified assessment elements75,76.”

What the sources say

• ?Not matched

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

  cites [75] Alexander, A. L., Brunyé, T. T., Sidman, J. & Weil, S. A. From Gaming to Training: A Review of Studies on Fidelity, Immersion, Presence, and Buy-in and Their Effects on Transfer in PC-Based Simulations and Games (DARWARS Training Impact Group, 2005).
• ?Not checked — no full text of the sourcecites [76] Buil, I., Catalán, S. & Martínez, E. Understanding applicants’ reactions to gamified recruitment. J. Bus. Res. 110, 41–50 (2020). source

In the paper

“Both uncertainty and interdependence will challenge people’s feelings of competence.”

In the paper

“Moreover, the COVID-19 pandemic exacerbated work inequalities by providing better opportunities to those with digital access and skills210,211.”

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 [211] Lai, J. & Widmar, N. O. Revisiting the digital divide in the COVID-19 era. Appl. Econ. Perspect. Policy 43, 458–464 (2021). source

In the paper

“Candidates with a poor understanding of what data are being collected and how they are being used might experience a technology-based selection process as autonomy-thwarting.”

In the paper

“Both adaptivity and proactivity depend on individuals having sufficient autonomy to work differently, try new ideas and negotiate multiple pathways to success.”

In the paper

“However, with today’s technology, assessments that appear typical or basic (such as a test or short recorded interview response) might also involve the collection of additional ‘trace’ data such as mouse movements and clicks (in the case of tests), or ancillary information such as ‘micro-expressions’ or candidates’ video backdrops81.”

What the sources say

• ?Not checked — no full text of the sourcecites [81] Auer, E. M., Mersy, G., Marin, S., Blaik, J. & Landers, R. N. Using machine learning to model trace behavioral data from a game-based assessment. Int. J. Sel. Assess. 30, 82–102 (2021). source

In the paper

“Future work is likely to exacerbate inequalities.”

In the paper

“Furthermore, if candidates do not understand how technology-driven assessments work and are not able to receive feedback from assessment systems, their need for competence may be thwarted83.”

What the sources say

• ?Not checked — no full text of the sourcecites [83] Langer, M., König, C. J. & Hemsing, V. Is anybody listening? The impact of automatically evaluated job interviews on impression management and applicant reactions. J. Manag. Psychol. 35, 271–284 (2020). source

In the paper

“Nonetheless, to the extent that test-related and technology-related anxiety influences motivation and performance when completing an online assessment or a video interview, the performance of applicants might be adversely affected85.”

What the sources say

• ?Not checked — no full text of the sourcecites [85] Vansteenkiste, M. et al. Autonomous and controlled regulation of performance-approach goals: their relations to perfectionism and educational outcomes. Motiv. Emot. 34, 333–353 (2010). source

In the paper

“Finally, because candidates are increasingly interacting with systems, rather than people, their opportunities to build relatedness with employers might be stifled.”

In the paper

“and this gap is likely to be exacerbated as remote working becomes more common (as was shown during the pandemic)217.”

What the sources say

• ?Not matched

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

  cites [217] Madgavkar, A., White, O., Krishnan, M., Mahajan, D. & Azcue, X. COVID-19 and gender equality: countering the regressive effects. McKinseyhttps://www.mckinsey.com/featured-insights/future-of-work/covid-19-and-gender-equality-countering-the-regressive-effects (2020).

In the paper

“The nature of different communication technologies can both increase and decrease feelings of relatedness depending on the extent to which they promote meaningful interactions.”

In the paper

“Hence, successful organizational functioning depends on people who can act autonomously to regulate their behaviour in response to a more unpredictable and changing environment31,54,59.”

What the sources say

• ?Not checked — no full text of the sourcecites [31] Parker, S. K., Wall, T. D. & Jackson, P. R. ‘That’s not my job’: developing flexible employee work orientations. Acad. Manage. J. 40, 899–929 (1997). source
• ?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
• ?Not matched

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

  cites [59] Wall, T. D. & Jackson, P. R. in The Changing Nature of Work (ed. Howard, A.) 139–174 (Jossey-Bass, 1995).

In the paper

“For example, one study found that salaries did not increase as much for women working flexibly compared to men218;”

What the sources say

• ?Not checked — no full text of the sourcecites [218] Glass, J. Blessing or curse? Work–family policies and mother’s wage growth over time. Work Occup. 31, 367–394 (2004). source

In the paper

“As another example, technology has enabled the introduction of ‘microwork’ in which jobs are broken down into small tasks that are then carried out via information communication technologies100.”

What the sources say

• ?Not checked — no full text of the sourcecites [100] Lehdonvirta, V. & Ernkvist, M. Knowledge Map of the Virtual Economy: Converting the Virtual Economy into Development Potential (World Bank, 2011). source

In the paper

“Core aspects of work design, including decision-making power, the opportunity to use skills and do a variety of tasks, the ability to ascertain the impact of one’s work, performance feedback90, social contact, time pressure, emotional demands and role conflict91 are important predictors of job satisfaction, job performance92 and work motivation93.”

What the sources say

• ?Not checked — no full text of the sourcecites [90] Hackman, J. R. & Oldham, G. R. Development of the job diagnostics survey. J. Appl. Psychol. 60, 159–170 (1975). source
• ?Not checked — no full text of the sourcecites [91] Parker, S. K., Wall, T. D. & Cordery, J. L. Future work design research and practice: towards an elaborated model of work design. J. Occup. Organ. Psychol. 74, 413–440 (2001). source
• ?Not checked — no full text of the sourcecites [92] Humphrey, S. E., Nahrgang, J. D. & Morgeson, F. P. Integrating motivational, social and contextual work design features: a meta-analytic summary and theoretical extension of the work design literature. J. Appl. Psychol. 92, 1332–1356 (2007). source

In the paper

“A more human-centred approach could have prevented the considerable negative outcomes that followed (including friction, reduced morale, loss of motivation, errors and impaired performance)107.”

What the sources say

• ?Not checked — no full text of the sourcecites [107] Kadir, B. A. & Broberg, O. Human-centered design of work systems in the transition to industry 4.0. Appl. Ergon. 92, 103334 (2021). source

In the paper

“Thus, supporting psychological needs during training, development and career transitions is likely to assist people in crafting successful careers.”

In the paper

“The consequence of this observation is that people will need to increasingly interact with machines as part of their jobs.”

In the paper

“Some evidence suggests that these motivating characteristics (considered ‘job resources’ according to the jobs demands–resources model)94 are especially important for fostering motivation or reducing strain when job demands (aspects of a job that require sustained physical, emotional or mental effort) are high93,95.”

What the sources say

• ?Not checked — no full text of the sourcecites [93] Gagné, M. & Panaccio, A. in Oxford Handbook of Employee Engagement, Motivation, and Self-Determination Theory (ed. Gagné, M.) 165–180 (Oxford Univ. Press, 2014). source
• ?Not checked — no full text of the sourcecites [95] Bakker, A. B. & Demerouti, E. Job demands–resources theory: taking stock and looking forward. J. Occup. Health Psychol. 22, 273–285 (2017). source

In the paper

“Leaving the less routine and more interesting tasks for people to do97 increases the opportunity for workers to fulfill their need for competence.”

What the sources say

• ?Not matched

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

  cites [97] Walsh, S. M. & Strano, M. S. Robotic Systems and Autonomous Platforms (Woodhead, 2019).

In the paper

“Employment stability is expected to continue to decline with the growth of gig work and continued technological developments219,220.”

What the sources say

• ?Not checked — no full text of the sourcecites [219] Valletta, R. G. Declining job security. J. Labor. Econ. 17, S170–S197 (1999). source
• ?Not checked — no full text of the sourcecites [220] Givord, P. & Maurin, E. Changes in job security and their causes: an empirical analysis for France, 1982–2002. Eur. Econ. Rev. 48, 595–615 (2004). source

In the paper

“For example, in one case study107, several new digital technologies such as cobots and digital paper flow (systems that integrate and automate different organizational functions, such as sales and purchasing with accounting, inventory control and dispatch) were implemented following a strong technocentric approach (that is, highly focused on engineering solutions) with little worker participation,”

What the sources say

• ?Not checked — no full text of the sourcecites [107] Kadir, B. A. & Broberg, O. Human-centered design of work systems in the transition to industry 4.0. Appl. Ergon. 92, 103334 (2021). source

In the paper

“For this reason, the concept of a protean career, whereby people have an adaptive and self-directed career, is likely to be increasingly important223.”

What the sources say

• ?Not checked — no full text of the sourcecites [223] Gubler, M., Arnold, J. & Coombs, C. Reassessing the protean career concept: empirical findings, conceptual components, and measurement. J. Organ. Behav. 35, S23–S40 (2014). source

In the paper

“Moreover, people have greater self-awareness when they feel autonomous.”

In the paper

“For example, tech-savvy Uber drivers subject to algorithmic management sometimes resist or game the system, such as by cancelling rides to avoid negative ratings from passengers103.”

What the sources say

• ?Not matched

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

  cites [103] Mohlmann, M. & Zalmanson, L. in Proc. Int. Conf. Inf. Syst. 1–17 (ICIS, 2017).

In the paper

“Nonetheless, career-related adaptive and proactive behaviours can be encouraged by satisfying psychological needs.”

In the paper

“Virtual work engenders uncertainty because workplace and interpersonal cues are less available or reliable in providing virtual employees with role clarity and ensuring smooth interactions.”

In the paper

“For example, autonomy and social support can reduce the effect of workload on negative outcomes such as exhaustion96.”

What the sources say

• ?Not checked — no full text of the sourcecites [96] Bakker, A. B., Demerouti, E. & Euwema, M. C. Job resources buffer the impact of job demands on burnout. J. Occup. Health Psychol. 10, 170–180 (2005). source

In the paper

“However, there are risks that technology that is needs-thwarting or is implemented in a needs-thwarting manner, will add to the uncertainty already inherent in competitive job applications.”

In the paper

“However, the reality is that tasks within jobs are being influenced by digitalization rather than whole jobs being replaced87.”

What the sources say

• ?Not matched

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

  cites [87] Jesuthasan, R. & Boudreau, J. W. Reinventing Jobs: A Four-Step Approach for Applying Automation to Work (Harvard Business, 2018).

In the paper

“The rise of more precarious work and new employment relationships (for example, in gig work) adds to these career challenges221.”

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

“In fact, protean careers tend to flourish in environments that provide autonomy and allow for proactivity, with support for competence and learning223,226.”

What the sources say

• ?Not checked — no full text of the sourcecites [223] Gubler, M., Arnold, J. & Coombs, C. Reassessing the protean career concept: empirical findings, conceptual components, and measurement. J. Organ. Behav. 35, S23–S40 (2014). source
• ?Not matched

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

  cites [226] Hall, D. T. & Mirvis, P. H. in The Career Is Dead — Long Live The Career: A Relational Approach To Careers (ed. Hall, D. T.) 15–45 (Jossey-Bass, 1996).

In the paper

“Technology (such as social media) can also enhance social contact and support in some jobs and under some circumstances86,87 (but see ref.63), increasing opportunities for meeting relatedness needs.”

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
• ?Not matched

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

  cites [87] Jesuthasan, R. & Boudreau, J. W. Reinventing Jobs: A Four-Step Approach for Applying Automation to Work (Harvard Business, 2018).

In the paper

“Information communication technology might satisfy competence needs by increasing access to global information and communication and the ability to analyse data136.”

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

“However, it is likely that this balance will be affected by individual characteristics and desires, as well as by differences in work roles and goals.”

In the paper

“This effect will probably be accentuated in the future: if the current trend for working from home continues, more people will be dissociated from office social environments more often and indefinitely.”

In the paper

“This calls for more self-regulation115 because employees must structure their daily work activities and remind themselves of their work priorities and goals, without relying on the physical presence of colleagues or managers.”

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

“Surveillance has been shown to decrease self-determined motivation127.”

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

In the paper

“Furthermore, the internet allows people to connect rapidly and asynchronously with experts around the world, who may be able to provide information needed to solve a work problem that local colleagues cannot help with136.”

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

“Lower-quality virtual communication between managers and colleagues can leave individuals unclear about their goals and priorities, and how they should achieve them114.”

What the sources say

• ?Not checked — no full text of the sourcecites [114] Raghuram, S., Garud, R., Wiesenfeld, B. & Gupta, V. Factors contributing to virtual work adjustment. J. Manag. 27, 383–405 (2001). source

In the paper

“The frustration of the need for competence can increase if individuals are constantly switching tasks to deal with overwhelming correspondence and failing to finish tasks in a timely manner.”

In the paper

“This type of close monitoring reflects a lack of manager trust in individuals’ abilities or intentions to work effectively remotely.”

In the paper

“In addition to affecting individual performance, need satisfaction within virtual teams can also influence collective-level team processes, such as coordination and trust, which ultimately affect team performance.”

In the paper

“Thus, the combination of telling workers what to do to reach performance targets and how to get it done significantly limits their autonomy to make decisions based on their knowledge and skills.”

In the paper

“This lack of need satisfaction might lead people to take advantage of the disruption to ‘cut their losses’ by reorienting their life priorities and career goals, leading to resignation from their current jobs237,238.”

What the sources say

• ?Not checked — no full text of the sourcecites [237] Richer, S. F., Blanchard, C. & Vallerand, R. J. A motivational model of work turnover. J. Appl. Soc. Psychol. 32, 2089–2113 (2002). source
• ?Not checked — no full text of the sourcecites [238] Gillet, N., Gagné, M., Sauvagère, S. & Fouquereau, E. The role of supervisor autonomy support, organizational support, and autonomous and controlled motivation in predicting employees’ satisfaction and turnover intentions. Eur. J. Work Organ. Psychol. 22, 450–460 (2013). source

In the paper

“Notably, these dimensions are not completely independent because team members require technology to communicate and coordinate tasks when working in different locations156,157.”

What the sources say

• ?Not checked — no full text of the sourcecites [156] Lautsch, B. A. & Kossek, E. E. Managing a blended workforce: telecommuters and non-telecommuters. Organ. Dyn. 40, 10–17 (2011). source
• ?Not checked — no full text of the sourcecites [157] Mesmer-Magnus, J. R., DeChurch, L. A., Jimenez-Rodriguez, M., Wildman, J. & Shuffler, M. A meta-analytic investigation of virtuality and information sharing in teams. Organ. Behav. Hum. Decis. Process 115, 214–225 (2011). source

In the paper

“Career shocks can trigger a sensemaking process that can lead one to question how time is spent at work and the benefits one draws from it.”

In the paper

“Although individual team members might react differently to working in a virtual team, multi-level theory suggests that team members collectively develop shared experiences, called team emergent states159,160.”

What the sources say

• ?Not checked — no full text of the sourcecites [159] Chen, G. & Kanfer, R. Toward a systems theory of motivated behavior in work teams. Res. Organ. Behav. 27, 223–267 (2006). source
• ?Not checked — no full text of the sourcecites [160] Marks, M. A., Mathieu, J. E. & Zaccaro, S. J. A temporally based framework and taxonomy of team processes. Acad. Manage. Rev. 26, 356–376 (2001). source

In the paper

“The constant updating of the algorithms as more data is collected and the opacity of this process makes algorithmic management unpredictable, which produces more uncertainty for workers177.”

What the sources say

• ?Not matched

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

  cites [177] Stark, D. & Pais, I. Algorithmic management in the platform economy. Sociologica 14, 47–72 (2020).

In the paper

“For example, working in a virtual team might make it more difficult to feel meaningful connections because team members in different locations often have less contact than co-located team members.”

In the paper

“Team emergent states, particularly team trust, are critical for virtual team effectiveness because reliance on technology often brings uncertainties and fewer opportunities for social control165.”

What the sources say

• ?Not checked — no full text of the sourcecites [165] Breuer, C., Hüffmeier, J. & Hertel, G. Does trust matter more in virtual teams? A meta-analysis of trust and team effectiveness considering virtuality and documentation as moderators. J. Appl. Psychol. 101, 1151–1177 (2016). source

In the paper

“Being stretched to the limit might influence the need for competence and relatedness when workers feel they have suboptimal ways to connect with colleagues and insufficient time to balance work with other life activities that connect them to family and friends128,236.”

What the sources say

• ?Not checked — no full text of the sourcecites [128] Senécal, C., Vallerand, R. J. & Guay, F. Antecedents and outcomes of work-family conflict: toward a motivational model. Pers. Soc. Psychol. Bull. 27, 176–186 (2001). source
• ?Not checked — no full text of the sourcecites [236] Warner, M. A. & Hausdorf, P. A. The positive interaction of work and family roles: using need theory to further understand the work–family interface. J. Manag. Psychol. 24, 372–385 (2009). source

In the paper

“In sum, virtual team members might experience lower relatedness and competence need satisfaction.”

In the paper

“Team virtuality is likely to affect team functioning via its impact on psychological need satisfaction, in a fashion similar to remote work.”

In the paper

“Frustrations with electronic communication might diminish the psychological need for competence because team members might feel ineffective in mastering their environment.”

In the paper

“So far, empirical evidence show that algorithmic management features predominantly reduce employees’ basic needs for autonomy, competence and relatedness because of how they influence work design (Fig. 4).”

In the paper

“This tendency is reinforced by the fact that algorithms are updated with new incoming data, increasing the need for workers to pay close attention to what ‘pays off’ at any given moment.”

In the paper

“Yet remote workers high in emotional stability and job autonomy reported higher autonomy and relatedness satisfaction compared to those with low emotional stability120.”

What the sources say

• ?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

In the paper

“However, it is rapidly spreading to traditional work settings. Examples include monitoring the productivity, activity and emotions of remote workers174, the algorithmic determination of truck drivers’ routes and time targets175, and automated schedule creation in retail settings176.”

What the sources say

• ?Not checked — no full text of the sourcecites [174] Charbonneau, É. & Doberstein, C. An empirical assessment of the intrusiveness and reasonableness of emerging work surveillance technologies in the public sector. Public Adm. Rev. 80, 780–791 (2020). source
• ?Not checked — no full text of the sourcecites [175] Levy, K. E. C. The contexts of control: information, power, and truck-driving work. Inf. Soc. 31, 160–174 (2015). source
• ?Not checked — no full text of the sourcecites [176] Vargas, T. L. Consumer redlining and the reproduction of inequality at dollar general. Qual. Sociol. 44, 205–229 (2021). source

In the paper

“Increased competitive climates due to comparative feedback or displaying team members’ individual rankings175,196 can also hamper relatedness.”

What the sources say

• ?Not checked — no full text of the sourcecites [175] Levy, K. E. C. The contexts of control: information, power, and truck-driving work. Inf. Soc. 31, 160–174 (2015). source
• ?Not checked — no full text of the sourcecites [196] Leclercq-Vandelannoitte, A. An ethical perspective on emerging forms of ubiquitous IT-based control. J. Bus. Ethics 142, 139–154 (2017). source