It seems that Uber cannot get enough of the spotlight. When the ride-hailing service is not accumulating press through a viral video starring its own CEO shouting at his Uber driver, or receiving allegations of sexual harassment in it’s offices,  it is scrutinized for employing behavioral economic tactics that capitalize on human tendency to be incentivized by goals. An article released by the New York Times recently brought light to this ethical issue. Although the primary objective of all businesses is to maximize profit, where do we set the line in terms of a business’ authority over the psychology of its workforce?

Uber consists purely of self-employed drivers rather than traditional employees that are committed to the company by obligation. Whether or not an Uber driver decides to work is entirely up to them; which is problematic for the company itself because it cannot guarantee accommodation for passengers on demand. This is why the company has employed gamifying features in their app’s interface to entice drivers to work more. Understanding that people are influenced by goal-seeking, the app not only encourages setting goals, but also gives the drivers notifications about how far off they are from their goals, especially when they are about to log off.

 

 

Just like Netflix that automatically queues the next episode of whatever tv show currently being watched at the conclusion of the current one, Uber sends notifications of nearby gigs to drivers even before they reach their primary destination which induces “binge-driving”. Another feature worth mentioning is their rewards system that encourages driver activity through virtual, non-monetary badges. This simulates the effects of video games that compels the player to keep playing more, or in Uber’s case, drivers to drive more.

Although the applications of behavioral economics to workforce management may proliferate in the near future, ethical speculations of the way it secretly manipulates people to act in the interest of the governing business are still present. One such problem that is associated with the way Uber maximizes its drivers’ efficiency is through intensive data collection and behavioral, psychological analysis of drivers that is then used to develop interface functions that takes advantage of the human psychology. Its advantages such as maximizing profits are inarguable, however, it does so by manipulating the driver to unconsciously work harder and longer. A company as large as Uber should especially prioritize its users’ rights and with each new member joining its workforce, there should be a mutual understanding that the company will in no way manipulate its associates into working longer without their knowledge or consent. Any “nudge” to encourage driving, no matter how beneficial to the driver, without acknowledgement, should and always be, out of the question.

 

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