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Reprint von einem Artikel, der 2019 open access in Journal of Business Ethics erschienen ist: https://doi.org/10.1007/s10551-019-04204-w, Organizations increasingly rely on algorithm-based HR decision-making to monitor their employees. This trend is reinforced by the technology industry claiming that its decision-making tools are efficient and objective, downplaying their potential biases. In our manuscript, we identify an important challenge arising from the efficiency-driven logic of algorithm-based HR decision-making, namely that it may shift the delicate balance between employees’ personal integrity and compliance more in the direction of compliance. We suggest that critical data literacy, ethical awareness, the use of participatory design methods, and private regulatory regimes within civil society can help overcome these challenges. Our paper contributes to literature on workplace monitoring, critical data studies, personal integrity, and literature at the intersection between HR management and corporate responsibility.

Organizations increasingly rely on algorithm-based HR decision-making to monitor their employees. This trend is reinforced by the technology industry claiming that its decision-making tools are efficient and objective, downplaying their potential biases. In our manuscript, we identify an important challenge arising from the efficiency-driven logic of algorithm-based HR decision-making, namely that it may shift the delicate balance between employees' personal integrity and compliance more in the direction of compliance. We suggest that critical data literacy, ethical awareness, the use of participatory design methods, and private regulatory regimes within civil society can help overcome these challenges. Our paper contributes to literature on workplace monitoring, critical data studies, personal integrity, and literature at the intersection between HR management and corporate responsibility.

This study examined how organizational control is related to employees’ organizational trust. We specifically focus on how different forms of control (process, outcome, and normative) relate to employees’ trust in their employing organizations and examine whether such trust in turn relates positively to employee job performance (task performance and organizational citizenship behavior). In addition, and in response to the recommendations of past research, we examined these relationships in a high control and compliance-based cultural context. Using data from 105 employee–supervisor dyads from professional services firms in Singapore, we find support for our hypothesized model. The implications of the results for theory and practice, and directions for future research, are discussed., Economics of Technology and Innovation

Current reforms in the public sector are characterized by the introduction of businesslike incentive structures, in particular the introduction of “pay for performance” schemes in public institutions. However, the public sector has some specific characteristics, which might restrict the naive adoption of pay for performance. Our article analyzes whether the impact of pay for performance on performance is bound to conditions, and if this is the case, under which conditions pay for performance has a positive or a negative effect on performance. We explore this contingency in a meta-analytic review of previous experimental studies on the effects of pay for performance on performance. We further show why pay for performance sometimes negatively affects personal efforts. With an experimental vignette study we demonstrate (a) that motivation is likely to be a key influence on the effect of performance-related pay on performance, and (b) that pay for performance is generally more costly as it appears because it almost always produces hidden costs of rewards. Our findings help to explain the modest success of pay for performance in the public sector.

Wechselseitige Unterstützung – die Essenz von Teamzusammenarbeit – ist zu einem Grossteil intrinsisch motiviert. Wie können Organisationen diese intrinische Motivation gezielt beeinflussen? Verschiedene Forschungsansätze geben unterschiedliche Antworten: Der situationale Ansatz empfiehlt eine entsprechende Organisationsgestaltung. Der individualistische Ansatz stützt sich auf die Auswahl geeigneter Mitarbeiter. Wir verfolgen einen interaktionistischen Ansatz, der bislang nur selten zur Erklärung für die wechselseitige Unterstützung in Unternehmen genutzt wurde. Letzterer kombiniert die Organisationsgestaltung mit der Auswahl geeigneter Personen. Wir stützen uns auf die Theorie der Selbstbestimmung, um Wechselwirkungen zwischen persönlichen Prädispositionen und Organisationsgestaltung zu erklären. Wir testen diese Hypothesen mit Hilfe einer Vignettenstudie. Unsere Ergebnisse zeigen, dass Organisationsgestaltung der wichtigste Erklärungsfaktor für wechselseitige Unterstützung in Unternehmen ist. Allerdings verändern persönliche Prädispositionen die Wahrnehmung von Personen. Die Ergebnisse zeigen, dass eine entsprechende Organisationsgestaltung auch Personen mit weniger vorteilhaften Prädispositionen zur wechselseitigen Unterstützung motivieren kann. Helping and sharing behaviors – the essence of team work and organizational success – are to a great part intrinsically motivated. How can organizations influence intrinsic motivation in a predictable way? Different research approaches give different answers: The situationist approach suggests designing a good organizational context. The individual difference approach concentrates on the selection of employees with good motivational dispositions. We follow an interactionist approach which has been rarely applied in the field of helping and sharing behaviors. It combines organizational design with personnel selection. We draw on selfdetermination theory to specify the determinants of interaction between organizational desig

The generation of new knowledge is crucial for a firm’s competitive advantage. We analyze explorative knowledge production in teams as a social dilemma. Such social dilemmas can to some extent be solved by transactional solutions such as activating the shadow of the future or selective incentives. But transformational solutions are more important. Employee’s intrinsic initiative to participate in knowledge exploration is crowded-out by certain high-powered incentives and unfriendly monitoring. It is crowded-in by, low-powered incentives, friendly monitoring, communication and institutional framing. We conclude that there exist convincing ideas of how to govern explorative knowledge production which should be tested empirically.

Despite the central role of trust in the organizational sciences, we know little about what makes people trust the organizations they work for. This paper examines the antecedents of employees’ trust in their organizations drawing on survey data from over 600 European professional workers and managers. The results revealed direct as well as indirect relationships of both HR practices and procedural justice with trust. The relationships of both HR practices and procedural justice with trust were partially mediated by perceptions of organizational trustworthiness (in terms of perceived ability and trustworthy intentions of the organization). Justice and HR practices were also found to interact such that justice forms a stronger predictor of trust in organizations when HR practices are less developed. In addition employees’ dispositional propensity to trust explained significant variance in employee trust in their organization, even when it was controlled in our analysis. The implications of these findings for research and practice are discussed.

Despite the central role of trust in the organizational sciences, we know little about what makes people trust the organizations they work for. This paper examines the antecedents of employees’ trust in their organizations drawing on survey data from over 600 European professional workers and managers. The results revealed direct as well as indirect relationships of both HR practices and procedural justice with trust. The relationships of both HR practices and procedural justice with trust were partially mediated by perceptions of organizational trustworthiness (in terms of perceived ability and trustworthy intentions of the organization). Justice and HR practices were also found to interact such that justice forms a stronger predictor of trust in organizations when HR practices are less developed. In addition employees’ dispositional propensity to trust explained significant variance in employee trust in their organization, even when it was controlled in our analysis. The implications of these findings for research and practice are discussed.

Current reforms in the public sector are characterized by the introduction of businesslike incentive structures, in particular the introduction of "pay for performance” schemes in public institutions. However, the public sector has some specific characteristics, which might restrict the naive adoption of pay for performance. Our article analyzes whether the impact of pay for performance on performance is bound to conditions, and if this is the case, under which conditions pay for performance has a positive or a negative effect on performance. We explore this contingency in a meta-analytic review of previous experimental studies on the effects of pay for performance on performance. We further show why pay for performance sometimes negatively affects personal efforts. With an experimental vignette study we demonstrate (a) that motivation is likely to be a key influence on the effect of performance-related pay on performance, and (b) that pay for performance is generally more costly as it appears because it almost always produces hidden costs of rewards. Our findings help to explain the modest success of pay for performance in the public sector