(PDF) The Gig Economy's Implications for Management
Added on 2021-04-24
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Running head: ORGANIZING AND CONTROLLING GIG ECONOMYOrganizing and Controlling Gig EconomyName of the StudentName of the UniversityAuthor’s Note
1ORGANIZING AND CONTROLLING GIG ECONOMYIntroductionIncreased demand of part time job significantly modified the contemporary structure ofthe world economy. Though the contemporary economy is fully functional around the world, anew economic trend came up in recent time and is developing in significant pace that is gigeconomy. Gig economy is operating side by side with the contemporary form. Both theemployees and employers due to the unique characteristics exploit the benefit of this particulartype of economy. The basic characteristics that need to be followed to be characterised under gigeconomy are irregular schedule, employee’s investment, platform based arrangement and taskbased salary (De Stefano 2015). The employees willing to focus on part type job are enabled toearn from this economic structure, whereas the employers with low economic stability can utilisethis economy. Investment in the gig economy is significantly less compared to the traditionalone. However, this makes it hard for the management of gig economy to control their work andworkers, as there is no face-to-face interaction between the employees and management. Hence,it is important to reconsider organising and controlling strategies in the gig economy.Literature reviewIt is an all time effort of the management of any organisation to control their workforcefor attaining greater control over the organisational performance. A fine example of control canbe retention of employees for longer period. Goetsch and Davis (2014) argued thatmanagement’s control over the employees is essential factor for ensuring organisationperformance. Greater control will help in directing workforce and attaining organisational goals.It further helps in estimating the future performance, which in turn will help in reformulatingorganisational goal. Managements historically incorporated a number of strategies for controlling
2ORGANIZING AND CONTROLLING GIG ECONOMYtheir workers to attain greater organisational performance. Gandolfi (2013) argued thatorganisational structure plays vital role in organising and controlling the workflow andperformance of the workers. The organisation structure again depends on the need and ismodified accordingly with the organisational goal. Hence, it is possible to conclude from thearticle that there is no universal organisational structure, which will be effective for everycompany in controlling their workers. However, Gandolfi (2013) opposed the view of affectivityof multiple organisational structure and communicated the need of horizontal structure incontrolling the workforce in capitalism economy. Horizontal or flat structure of an organisationis composed of two primary layers. Each and every employees working in the organisation haveto directly report to the top management of the company. However, Tran and Tian (2013)criticised the efficiency of horizontal structure in case of larger organisation, where verticalstructure represents greater applicability. This enables the organisation to empower departmentalmanagers to take necessary decisions for the attaining greater performance and controlling theworkers. Bernardin and Wiatrowski (2013) on the other hand prioritised performance appraisal forgaining greater control over the workers. According to the authors, it is important for themanagement to have understanding of their employee performance. This will help them inidentifying the need of guidance of individual worker in the organisation and need of extendedcontrol for extracting greater performance. Ahmad and Afthanorhan (2014) supported the needof performance appraisal and communicated the need of performance matrix in organisingemployees within the organisation. This will help evaluating the input given by the employeesand the expenses carried out on the particular employees. The final performance is then acquiredfrom the comparison of the factors incorporated in the matrix.
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