Tensions in algorithmic HRM: worker voice and organizational silencing in app-based platform work

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Date
2026-07-16
Authors
Duggan, James
Dasgupta, Prakriti
McDonnell, Anthony
Carbery, Ronan
Sherman, Ultan
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Volume Title
Publisher
Routledge
Published Version
10.1080/09585192.2026.2699267
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Abstract
The use of algorithms to manage human resources represents one of the most significant recent developments in HRM research and practice. While harboring the potential to facilitate more efficient and accurate HR processes, the emergence of algorithmic HRM raises concerns for workers operating under advanced, data-driven systems. This is particularly salient in labor markets within the gig economy, where localized, app-based forms of platform work are prevalent. In this paper, we adopt a qualitative research design to examine how platform workers in the food-delivery sector experience the dynamic, control-based features of algorithmic HRM. Drawing on the concept of algorithmic HRM control and the worker voice and silence literatures, we explore how these algorithmic systems can foster ‘enforced silence’ and a sense of voicelessness amongst workers, inhibiting their ability to express concerns, contest decisions, and/or participate in shaping their work environment. Crucially, and a key contribution of the paper, is the role that non-organizational actors play in either compounding and/or mitigating this silence. Experiences of frustration, disillusionment, cynicism, and detachment emerge as workers navigate the constraints of algorithmic HRM. In some cases, workers may resort to adopting informal and individual coping mechanisms to endure and reclaim aspects of their autonomy.
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Keywords
Algorithmic HRM , App-work , Gig economy , HRM control , Platform organizations , Worker silence , [CUBS] , [Business]
Citation
Duggan, J, Dasgupta, P, McDonnell, A, Carbery, R & Sherman, U 2026, 'Tensions in algorithmic HRM: worker voice and organizational silencing in app-based platform work', International Journal of Human Resource Management, vol. 37, no. 8, pp. 1432-1465. https://doi.org/10.1080/09585192.2026.2699267
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https://www.scopus.com/pages/publications/105044763587
URI
https://hdl.handle.net/10468/19118
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Cork University Business School
Copyright
© 2026, The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group. This is an open access article distributed under the terms of the creative commons attribution-noncommercial-noDerivatives license (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is properly cited, and is not altered, transformed, or built upon in any way. The terms on which this article has been published allow the posting of the accepted manuscript in a repository by the author(s) or with their consent.