Algorithmic Decision-Making in Service Work

Gina Glock

doi:10.5771/9783748946663

Zusammenfassung

Unter dem Schlagwort „Künstliche Intelligenz“ werden weitreichende Veränderungen in der Arbeitswelt verhandelt. Es stellen sich Fragen nach der veränderten Rolle von Menschen in Arbeitsprozessen sowie ihrer Entscheidungsfreiheit über Arbeitsinhalte und -bedingungen. Dieses Buch geht diesen potenziellen Konfliktfeldern nach und untersucht, wie algorithmische Entscheidungssysteme die Arbeitsautonomie von Beschäftigten im Dienstleistungssektor beeinflussen. Anhand von Fallbeispielen aus der ambulanten Pflege und dem Bankwesen wird aufgezeigt, unter welchen organisatorischen Bedingungen positive Autonomieerfahrungen ermöglicht werden. Dr. Gina Glock ist Arbeitssoziologin und forscht zum Zusammenspiel von Arbeit und Digitalisierung.

Schlagworte

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Bibliographische Angaben

Copyrightjahr: 2024
ISBN-Print: 978-3-7560-1013-4
ISBN-Online: 978-3-7489-4666-3
Verlag: Nomos, Baden-Baden
Reihe: Arbeit, Digitalisierung und Organisation
Band: 3
Sprache: Englisch
Seiten: 401
Produkttyp: Monographie

Inhaltsverzeichnis

KapitelSeiten

Titelei/InhaltsverzeichnisSeiten 1 - 16 Download Kapitel (PDF)
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1. 1.1. The necessity of a sociological lens on AI
2. 1.2. Avoiding confusion: workers' autonomy and machine automation
3. 1.3. Framing job autonomy in the organization of work
4. 1. 1. Relation to job motivation
    2. Relation to personal and organizational outcomes
5. 1. 1. Employment situation
    2. Who is (not) working autonomously?
2. Research objective and structureSeiten 48 - 52 Download Kapitel (PDF)
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1. 1. 3.1. From AI to algorithmic decision-making
  2. 3.2. Differentiating affected tasks
  3. 1. 1. Augmenting-Complementing ADM
      2. Automating-Substituting ADM
  4. 3.4. Excursus: Digitalization, ADM, and AI in figures
2. 1. 4.1. Call for conceptual renewal
  2. 1. 1. Definition
      2. In context
    2. 1. Definition
      2. In context
    3. 1. Definition
      2. In context
    4. 1. Definition
      2. In context
    5. 1. Definition
      2. In context
    6. 1. Definition
      2. In context
    7. 1. Definition
      2. In context
3. 1. 5.1. Rationalization at its core: minimizing job autonomy and direct control
  2. 5.2. Exploiting the subject: granting job autonomy and indirect control
  3. 5.3. Digital Taylorism: Just old wine in new bottles?
  4. 5.4. Corporate strategies as drivers between technology and job autonomy
  5. 5.5. Expectations of ADM in service work and missing pieces
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1. 6. Objective
2. 1. 7.1. A question of operationalization
  2. 1. 1. Method Autonomy
      2. Criteria Autonomy
      3. Scheduling Autonomy
      4. Working Time Autonomy
      5. Locational Autonomy
      6. Interactional Autonomy
  3. 7.3. Calculation, sample, and variable description
3. 1. 8.1. By service branch and task type
  2. 8.2. By selected socio-economic aspects
  3. 8.3. By selected ADM aspects
  4. 8.4. Changes between 2012 and 2018
4. 9. Limitations
5. 10. Summary: solidified polarizations, less intensity for some
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1. 11. Objective
2. 1. 12.1. What is a case?
  2. 12.2. Data collection
  3. 12.3. Interview initiation and conduction
  4. 12.4. Data preparation and analysis
3. 1. 1. 13.2.1. Retrospective: What do we know so far?
    2. 13.2.2. Employment, content & work demands
    3. 13.2.3. Job autonomy in (outpatient) care & technology use
  2. 13.2. Case summary
  3. 13.3. On company and employees
  4. 1. 13.4.1. Basic functional spectrum
    2. 13.4.2. Elements of learning ADM
  5. 1. 13.5.1. Overall evaluation
    2. 1. Task Autonomy
      2. Information access and standardization (+)
      3. Lower work quantity (+)
      4. Method Autonomy
      5. Execution of care work unaffected (+)
      6. Deviation from system instructions (+)
      7. Reminder feature (+)
      8. Criteria Autonomy
      9. Higher sense of security (+)
      10. Better results in tour planning (+)
      11. Reliance on planning and information (–)
      12. Nuances of performance measurement (–)
      13. Scheduling Autonomy
      14. Time gains (+)
      15. Sequence of tasks unaffected (+)
      16. Work speed unaffected (+)
      17. Higher predictability of the tour (+)
      18. Breaks unaffected (+)
      19. Sequence of clients given (–)
      20. Working Time Autonomy
      21. Gains in time off work (+)
      22. Higher predictability of work schedule (+)
      23. Risk of delimitation (–)
      24. Locational Autonomy
      25. Information at PoC (+)
      26. Location-independent administrative tasks (+)
      27. New meaning of office (+)
      28. Home as place, start and end of work (+)
      29. Interactional Autonomy
      30. Higher quality of information and communication (+)
      31. Administrative tasks away from client (+)
      32. Support from colleagues (+)
  6. 1. 1. Patchy synchronization
      2. Missing functions
      3. Usability issues
      4. Manual corrections
      5. System coverage
  7. 13.7. Impact and conditions of changed job autonomy
4. 1. 1. 14.2.1. Retrospective: What do we know so far?
    2. 14.2.2. Employment, work organization & perpetual structural change
    3. 14.2.3. Job autonomy in banking services & technology use
  2. 14.2. Case summary
  3. 14.3. On company and employees
  4. 1. 14.4.1. Basic functional spectrum
    2. 14.4.2. Elements of learning ADM
  5. 1. 14.5.1. Overall evaluation
    2. 1. Task Autonomy
      2. Supplementation of task variability (+)
      3. Holism of advisory service increased (+)
      4. Less workload in client selection (+)
      5. Non-transparency and missing information (–)
      6. Higher workload with passive/new clients (–)
      7. Higher workload for advisors, not seniors (–)
      8. Method Autonomy
      9. Options for action expanded by recommendation (+)
      10. Execution of advisory work unaffected (+)
      11. Semi-prescriptive following of system instructions (–)
      12. Criteria Autonomy
      13. Support for target achievement (+)
      14. Replacement of campaign system (+)
      15. Work through an infinite to-do list (–)
      16. The question of control (–)
      17. Scheduling Autonomy
      18. Time gains (+)
      19. More independent prioritization, mid-term (+)
      20. Work speed and breaks unaffected (+)
      21. Sticking to the right timing, short-term (–)
      22. Parallelism of tasks (–)
      23. Dealing with unpredictability (–)
      24. Working Time Autonomy
      25. Flexibility demands (–)
      26. Locational Autonomy
      27. Remote work optional (+)
      28. Decisive client demand (–)
      29. Competition with online branch (–)
      30. Interactional Autonomy
      31. More individualized advisory services (+)
      32. Facilitated teamwork (+)
      33. Emotional demand with new clients (–)
  6. 1. 1. Risk of non-acceptance
  7. 14.7. Impact and conditions of changed job autonomy
5. 15. Experts' views: pending issues and power imbalance
6. 16. Limitations
7. 1. 1. 1. Impact on seven dimensions of job autonomy
      2. Effects and conditions of autonomy-enhancing technology use
      3. Interplay of technology use and interaction work
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1. 1. 18.1. Less and highly autonomous services: distinct yet converging
  2. 18.2. Assisting, augmenting, automating … liberating?
  3. 18.3. The distinctive features of learning ADM
2. 19. Corporate strategies becoming tangible
3. 20. Outlook and reflections
4. Appendix - Introduction - Part I
5. Appendix - Part II
6. Appendix - Part III
7. References