The Age of Datafication: Balancing Employee-Leader Vulnerability, Trust, and Responsibility in Datafied Pay for Performance Systems
Type
conference paper
Date Issued
2024-09-02
Author(s)
Abstract
* All authors contributed equally
This study investigates how vulnerability emerges in trust relationships between employees and leaders after implementing a datafied pay-for-performance technology. Using a dual perspective approach, we analysed 21 interviews with employees and their leaders. Our findings suggest that datafication technology introduces new forms of vulnerability for both employees and leaders. Based on Weibel et al.'s (2023) vulnerability framework, we develop a four-stage model of employee-leader vulnerability and trust. Initially, employees experience discontinuity vulnerability, prompting a re-evaluation of trust. Next, they perceive socio-emotional vulnerability, in response to which they expect their leaders to assume responsibility. However, leaders behave in a responsibility-averse manner, using HR technology to deflect responsibility back onto employees. As a result, employees experience a trust breach leading them to lower their overall trust towards their leaders. We contribute to the literature on trust, HR-technology, and responsible leadership by offering insights on managing employee-leader vulnerability in datafied workplaces.
This study investigates how vulnerability emerges in trust relationships between employees and leaders after implementing a datafied pay-for-performance technology. Using a dual perspective approach, we analysed 21 interviews with employees and their leaders. Our findings suggest that datafication technology introduces new forms of vulnerability for both employees and leaders. Based on Weibel et al.'s (2023) vulnerability framework, we develop a four-stage model of employee-leader vulnerability and trust. Initially, employees experience discontinuity vulnerability, prompting a re-evaluation of trust. Next, they perceive socio-emotional vulnerability, in response to which they expect their leaders to assume responsibility. However, leaders behave in a responsibility-averse manner, using HR technology to deflect responsibility back onto employees. As a result, employees experience a trust breach leading them to lower their overall trust towards their leaders. We contribute to the literature on trust, HR-technology, and responsible leadership by offering insights on managing employee-leader vulnerability in datafied workplaces.
Language
English
Keywords
Datafication
Vulnerability
Employee Trust
Responsible Leadership
Pay for Performance
HSG Classification
contribution to scientific community
Refereed
Yes
Publisher
British Academy of Management
Publisher place
Nottingham
Event Title
BAM 2024 Conference
Event Location
Nottingham
Event Date
02.09.2024-06.09.2024