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Algorithmic management, as a digital management tool in the gig economy, has become a hotspot of concern at the intersection of theory and practice. However, there is a lack of research on the mechanisms and boundary conditions through which algorithmic management affects gig workers' job crafting. Based on the social information processing theory, this study constructed a dual-mediation model of how algorithmic management influences gig workers' job crafting through gameful experience and perceived job autonomy. Data from 687 valid samples were collected through a two-stage survey and statistically analyzed using structural equation modeling (SEM). The results demonstrate that algorithmic management increases gig workers' promotion-focused job crafting behaviors (increasing job resources and challenging job demands) by stimulating their gameful experiences and increases gig workers' prevention-focused job crafting behaviors (decreasing hindering job demands) by inhibiting their perceived job autonomy. In addition, the higher-order personality trait core self-evaluation moderates the relationship between algorithmic management and gameful experience and perceived job autonomy, as well as the indirect effects of algorithmic management on job crafting through gameful experiences and perceived job autonomy. This study advances empirical research on algorithmic management in the field of the gig economy and human resource management practices. Crucially, it provides practical insights for optimizing algorithmic systems in platform companies, potentially enhancing their efficiency and economic benefits. [ABSTRACT FROM AUTHOR]

Algorithmic management, as a digital management tool in the gig economy, has become a hotspot of concern at the intersection of theory and practice. However, there is a lack of research on the mechanisms and boundary conditions through which algorithmic management affects gig workers’ job crafting. Based on the social information processing theory, this study constructed a dual-mediation model of how algorithmic management influences gig workers’ job crafting through gameful experience and perceived job autonomy. Data from 687 valid samples were collected through a two-stage survey and statistically analyzed using structural equation modeling (SEM). The results demonstrate that algorithmic management increases gig workers’ promotion-focused job crafting behaviors (increasing job resources and challenging job demands) by stimulating their gameful experiences and increases gig workers’ prevention-focused job crafting behaviors (decreasing hindering job demands) by inhibiting their perceived job autonomy. In addition, the higher-order personality trait core self-evaluation moderates the relationship between algorithmic management and gameful experience and perceived job autonomy, as well as the indirect effects of algorithmic management on job crafting through gameful experiences and perceived job autonomy. This study advances empirical research on algorithmic management in the field of the gig economy and human resource management practices. Crucially, it provides practical insights for optimizing algorithmic systems in platform companies, potentially enhancing their efficiency and economic benefits.

Relying on Conservation of Resources theory and a sample of 23,439 workers in 26 countries, we develop and test a multilevel moderated mediation of the effects of perceived job autonomy on work–life balance, engagement, and turnover intentions, depending on employee gender and country‐level gender egalitarianism (GE), and indirectly through stress. We find that perceived job autonomy relates to these outcomes indirectly through stress such that these effects are stronger for women in lower GE countries compared with women in higher GE countries and are not significant for men. Practical implications for engaging and retaining global female talent are discussed. [ABSTRACT FROM AUTHOR]

The purpose of this study was to investigate the mediating role of job embeddedness in relation between perceived job security and autonomy with intention to quit among employees of governmental organizations in Mashhad. The present research is applied in terms of the purpose and in terms of the method of doing the work is a survey type. The statistical population consisted of employees of 10 Public Organizations in Mashhad who were prepared to cooperate. A random stratified sampling method was used to collect data from these organizations. The minimum size of the sample was determined according to the Cochran formula of 433 people. Finally, 450 questionnaires were collected and analyzed. Findings showed that perceived job security and autonomy had a positive effect on job embeddedness. Also, the effect of job embeddedness, perceived job autonomy and security on the intention to quit among employees was also meaningful. In addition, the mediating role of job embeddedness was confirmed.

Purpose – The purpose of this paper is to investigate whether the relationship between perceived investment in employee development (PIED) and taking charge is moderated by perceived job autonomy. Design/methodology/approach – Self-report data were obtained from 737 employees. In addition, manager ratings of taking charge were obtained for 154 employees from their respective managers. Hierarchical moderated regression analyses were used to test the hypotheses. Findings – The results revealed a positive relationship between PIED and both self-reported and manager-rated taking charge only for employees who perceived high levels of job autonomy. Research limitations/implications – Given the cross-sectional nature of the data, no causal inferences can be drawn. Practical implications – Managers and organizations may benefit from providing work conditions that facilitate a felt obligation to reciprocate, but at the same time provide sufficient levels of perceived job autonomy to actually do so with respect to increasing the levels of employees’ voluntary and constructive efforts to improve work situations. Social implications – Greater levels of employee taking charge behaviors may offset the decline of businesses and thus aid in reducing long-term unemployment in the society at large. Originality/value – This study contributes to a more complete understanding of how job characteristics may facilitate or inhibit the influence of antecedents for taking charge. [ABSTRACT FROM AUTHOR]

Perceived job autonomy has been recognized as a central tenet of work design, leading to a range of positive outcomes. Still, scholars have rightfully questioned its predictive role for several outcomes, including turnover intention as the two have been found to be virtually unrelated. In line with calls for more complex research on the predictive role of perceived job autonomy on employee outcomes, the purpose of this study was to investigate whether the relationship between perceived job autonomy and turnover intention may be prone to contextual influences. Two cross-sectional surveys among 680 Norwegian employees from different public service organizations showed that the relationship between perceived job autonomy and turnover intention was moderated by perceived supervisor support. In support of our hypothesis, the form of the moderations revealed that perceived job autonomy was negatively related to turnover intention only for employees reporting high levels of perceived supervisor support. Implications for practice and directions for future research are discussed. [ABSTRACT FROM AUTHOR]

The purpose of this study was to explore an alternative relationship between job autonomy and employee outcomes. In contrast to the dominating view that perceived job autonomy leads to increased levels of intrinsic motivation and in turn work performance, we developed a hypothesis proposing that intrinsic motivation moderates the relationship between perceived job autonomy and work performance. Two cross-sectional surveys among 302 employees from different Norwegian service organizations showed that the relationship between perceived job autonomy and both self-reported and line-manager rated work quality was moderated by intrinsic motivation. The form of the moderation revealed a positive relationship only for employees high in intrinsic motivation in both studies. Implications for practice and directions for future research are discussed. [ABSTRACT FROM AUTHOR]