商品敘述：

For decades, the business world has embraced worker empowerment. But recently a countermovement--workforce optimization--has been on the rise. It treats labor as a commodity and seeks to cut it to a minimum by using automation and artificial intelligence, tightly controlling how people do their jobs, and replacing employees with contractors. This approach is especially prevalent in the tech sector and the gig economy. And it is cause for deep concern, says Wharton professor Cappelli. Optimization appeals to most executives because they''ve been taught how to do it and understand it. It aligns with hard priorities, like lowering costs, that make Wall Street happy. Yet there''s no evidence that it improves business results. Moreover, history suggests that seeing people management as solely an engineering challenge leads to enormous problems. Taking responsibility away from workers demotivates them and undermines productivity and innovation. When algorithms make all the decisions, it isn''t even clear how employees can make suggestions. Though many processes can still be improved by optimization, managers shouldn''t choose it over empowerment. The key is to find the right mix of the two approaches, as the successful "lean production" model first introduced by Toyota does.

涵蓋領域：

AI and machine learning;Employee engagement;Hiring and recruitment;Leadership and managing people;Personal productivity;Personnel policies

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