Цифровой контроль труда — вызов времени

Abstract

The paper examines the current problems of management control digitization, considering the increased popularity of remote and hybrid forms of work in the conditions of the COVID-19 pandemic. Under the pressure of external circumstances, the process of digital transformation has become accelerated, and many managers have not been able to properly prepare their teams for the introduction of digital control (specialized software, cameras, and other similar equipment). The consequence of this was the growth of corporate conflicts, various violations of legislation and informal norms in terms of employees’ security and privacy. The article contrasts the ideal image of the organizations of the Industry 4.0 generation with the corporate reality of negligent handling of data, managerial failures, lack of mutual understanding and solidarity of workers in the face of the pandemic vital threat. The computerization of industry in Industry 4.0, among other things, requires collecting and processing data on the performance of labour functions. The more information a single virtual model of an organization processes, the more accurate it is, and the higher predictive capabilities necessary for effective management are. In the context of digital transformation, the transfer of control and evaluation of labour efficiency to an electronic format is an integral stage of development. But this managerial function is conflictual, and many managers could not avoid its “digitization” without a drop in employee loyalty. The problem of advancing social development technologies was actualized, for the analysis of which the theoretical and methodological base of STS was used in the work. The introduction of digital control in organizations is a challenge to the professionalism of managers — it requires high trust and mutual understanding in the team, the willingness of the team to change the usual practices, adopting the rules of connectivity, visibility, and permeability of Industry 4.0. Laws on the protection of personal data should become a guide in this difficult transition, but the leading role is played by mutual understanding between employees and a willingness to make a choice in favor of more open communications, making productivity data a means of increasing it, rather than managerial manipulation. The article discusses the advantages of technological means of labour monitoring, common mistakes in their implementation and guidelines for the successful application of such technologies.