Dehumanized platform workers dehumanize customers: how algorithmic management reduces customer-oriented behavior

Purpose This study aims to investigate how algorithmic management affects platform workers' customer-oriented behavior and to explore the potential mediating and moderating mechanisms underlying this relationship. Design/methodology/approach Drawing on social cognitive theory, this study proposes that algorithmic management serves as a contextual force that shapes workers' moral cognition and increases their tendency to dehumanize customers, which in turn reduces customer-oriented behavior. In addition, customer gratitude expressions may alleviate the relationship between algorithmic management and workers' dehumanization of customers. We collected data from a three-wave survey of 312 food delivery riders. Structural equation modeling was employed to test the proposed model. Findings Our findings suggest that algorithmic management is positively associated with workers' dehumanization of customers, whereas their dehumanization of customers is negatively associated with customer-oriented behavior. The dehumanization of customers plays a mediating role in this relationship. In addition, customer gratitude expressions weaken the positive association between algorithmic management and customer dehumanization. The moderated mediation results further indicate that this indirect effect is weaker when customer gratitude expressions are high. Originality/value This study clarifies the relationship between algorithmic management and customer-oriented behavior from the perspective of moral disengagement. By focusing on how customer gratitude expressions alleviate the negative effects of algorithmic management, this study further deepens the understanding of the moral function of gratitude expressions. In addition, our findings help advance understanding of workers' work experiences and offer practical guidance for improving algorithm design and enhancing service delivery.