Digital Taylorism : Return of Taylorism

While Time Magazine already named ‘the computer’ as its man of the year in 1982, the present technological situation is defined by exponential increases in computer power, mass datafication, and advances in artificial intelligence (hereafter AI). These technologies are synergistic and combine as general-purpose tools through the model of the platform. The capacity of virtual machines (driven by AI) to capture and transform data allows companies to exponentially scale new forms of digital automation through network effects. The rise in the mass use of smart phones, digitally mediated consumption, and machine-to-machine communications via the ‘internet of things’ in production has allowed for datafication on an unprecedented scale. Such technologies are leveraged through the platform model to exert greater control over not only labour as a whole, but our everyday lives. They offer the owners of such platforms the capacity to use AI to automatically monitor workers, operate machinery, process transactions, manipulate individual tastes, and even generate creative outputs (Cole et al, 2021) 

An article about Amazon in the New York Times suggests that Taylorism is thriving. The article claimed that the internet retailer uses classic Taylorist techniques to achieve efficiency: workers are constantly measured and those who fail to hit the numbers are ruthlessly eliminated, personal tragedies notwithstanding. The article attracted more than 5,800 online comments, a record for a Times article, and a remarkable number of commenters claimed that their employers had adopted similar policies. Far from being an outlier, it would seem that Amazon is the embodiment of a new trend, Digital Taylorism (The Economist, 2015) 

The primary purpose of Taylorism is that a human manager should systematically monitor the workforce to detect timewasting and direct efforts toward the pursuit of efficiency. Recently, instead of human managers, an algorithm could manage a platform worker’s behavior and movement. Digital Taylorism involves management’s use of technology to monitor workers and it can be found in many organizations. One example is online labor platforms, because the algorithm monitors and controls the workers’ behavior in assigning and tracking their delivery work. (Park and Ryoo, 2023)

The data and AI-driven technologies of the current technological revolution have allowed for further decentralization of production with lower capital overheads in relation to their scalability. Consequently, these technological shifts are one of the drivers of changing power dynamics in the workplace. The platform model of the firm is indicative of such shifts, as it appears to signify radical change towards a decentralized but pervasive form of class discipline over workers, and a return to less standardized and more precarious organizational form of work. While sweating work to private or home-based production is not new, task work platforms have been able to institute Taylorist management techniques despite the dislocation of the workplace through the use of GPS, apps, customer ratings and other forms of surveillance. When workers receive poor feedback and ratings from customers, the algorithm justifies their termination. This automates management mediation while hegemonizing the rating system (Cole et al, 2021).

Digital Taylorism further explained 👇

Concerns about Digital Taylorism 

Critics of Digital Taylorism argue that it can lead to a dehumanizing work environment, where workers feel like they are constantly being watched and micromanaged. They also argue that it can lead to worker stress and burnout.

While data can be a useful tool for improving productivity and preventing illegal activity, there are legal and ethical considerations regarding employee monitoring.

Here are some additional points to consider about Digital Taylorism:

Impact on employee morale. Some employees may feel that constant monitoring is intrusive and disrespectful. This can lead to low morale, decreased productivity, and high turnover.

Potential for misuse. Data collected through employee monitoring could be misused by employers. For example, it could be used to discriminate against employees or to invade their privacy.

Ethics of surveillance. There is a growing debate about the ethics of employee monitoring. Some people believe that it is a necessary tool for businesses to remain competitive, while others believe that it is a violation of employee privacy.

(Grzegorzek, 2024)

Points to ponder 

Digital Taylorism is a controversial topic. There is evidence to support both the pros and cons. It is important to weigh the potential benefits and drawbacks before deciding whether or not to implement Digital Taylorism in a workplace (Grzegorzek, 2024). 

The drawbacks of original Taylorism are obvious as it ignores the human factor. However during Taylor's era it was point blank. But today It may be hidden. Hence adopting to certain changes coming with technology need to be thoroughly studied on the effects on human care before implementation.

Employee empowerment, creativity, team building, emotional intelligence, etc are some of the activities and attributed which help to distinguish modern day HRM from Taylorism. However, drawing the line is the challenging part for a leader in the present-day context amidst the invasion of digitalization, business rivalry, employer expectations, industry standard comparison, cost increase, etc. 

In the present work place/space we hardly pass a day without talking about or hearing the words - targets and deadline. Even the modern-day performance appraisal systems, digitally powered, always comes in quantification of output, may lead the managers to practice Taylorism unknowingly. This is where one is tested on his/her choices of being a manager or an effective leader.

References

Cole, M., Radice, H. and Umney, C. (2021) The political economy of datafication and work: a new digital taylorism ? : Socialist register : beyond digital capitalism. new ways of living,57, (Online) Available at : https://socialistregister.com/index.php/srv/article/view/34948 [ Accessed on 03.04.2024]

Grzegorzek, J. (2024) Digital taylorism: the use of data to monitor employees, Superbusinessmanager.com (Online) Available at :https://www.superbusinessmanager.com/digital-taylorism-the-use-of-data-to-monitor-employees/ [Accessed on 30.03.2024]

Park, S. and Ryoo, S. (2023) How does algorithm control affect platform workers’ responses? algorithm as a digital taylorism. Theoretical and applied electronic commerce research,18, 273–288. (Online) Available at : https://www.mdpi.com/0718-1876/18/1/15#:~:text=Our%20results%20show%20that%20algorithm,theoretical%20mechanism%20of%20algorithm%20management [ Accessed on 04.04.2024]

The Economist, (2015) Digital taylorism, The economist.com (Online) Available at : https://www.economist.com/business/2015/09/10/digital-taylorism[ Accessed on 29.03.2024]