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<p>As algorithmic management (AM) becomes increasingly embedded in organizational practice, it is crucial to understand its effects on managerial psychology and behavior. Drawing on role theory and a humanistic perspective, we theorize a mechanism—AM → humanistic role crafting → employee objectification—that explains how managers adapt roles and reclaim humanistic orientations under technological regimes. We also introduce regulatory focus (promotion vs. prevention) as a key boundary condition. We test the model across two complementary studies—a scenario-based experiment and a multi-wave field survey. Results show that AM significantly fosters managers’ humanistic role crafting, which in turn reduces their tendency to objectify employees; this indirect effect is stronger among promotion-focused managers. This study extends the theoretical boundaries of AM by revealing its potential as an enabling managerial tool in the digital era, enriches role-adaptation theorizing under technological conditions, and offers a new avenue for integrating technological efficiency with humanistic care in organizations.</p>

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Crafting roles, breaking biases: how algorithmic management alleviates workplace objectification

  • 期刊论文

  • 发表日期：

    2026年2月5日

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  • Ping Liu,
  • Ling Yuan,
  • Ye Yang,
  • Zhenwu Jiang

摘要

As algorithmic management (AM) becomes increasingly embedded in organizational practice, it is crucial to understand its effects on managerial psychology and behavior. Drawing on role theory and a humanistic perspective, we theorize a mechanism—AM → humanistic role crafting → employee objectification—that explains how managers adapt roles and reclaim humanistic orientations under technological regimes. We also introduce regulatory focus (promotion vs. prevention) as a key boundary condition. We test the model across two complementary studies—a scenario-based experiment and a multi-wave field survey. Results show that AM significantly fosters managers’ humanistic role crafting, which in turn reduces their tendency to objectify employees; this indirect effect is stronger among promotion-focused managers. This study extends the theoretical boundaries of AM by revealing its potential as an enabling managerial tool in the digital era, enriches role-adaptation theorizing under technological conditions, and offers a new avenue for integrating technological efficiency with humanistic care in organizations.