Frontiers in psychology · 2026
Perceived algorithmic evaluation and job satisfaction among older employees: the roles of organizational dehumanization and proactive personality.
СтатьяНазвание и аннотация: Перевод в очереди
Обработка статьи · этапы, ошибки и управление
Загрузка состояния…
Ошибки и ограничения
История · было → стало
Состояние обновляется каждые 5 секунд, пока блок открыт. Процент показывается только там, где известен объём работы. Пауза останавливает продолжение этапа; текущий запрос к источнику может завершиться.
Qiu Wenjie, Cheng Lian, Yi Lihua
Аннотация
BACKGROUND: Algorithmic systems are increasingly used to evaluate employees, yet little is known about how older workers in traditional organizations experience algorithmic performance evaluation.
OBJECTIVE: To examine whether perceived algorithmic evaluation relates to lower job satisfaction through organizational dehumanization, and whether proactive personality weakens this pathway.
METHODS: Three-wave time-lagged survey data from 223 employees aged 45+ in 12 financial-services firms across five regions in China. Moderated mediation model (PROCESS Model 7) tested.
RESULTS: PAE positively associated with dehumanization, which predicted lower job satisfaction. Proactive personality buffered the PAE-dehumanization link. Moderated mediation indicated a less harmful indirect effect when proactive personality was higher.
CONCLUSION: Organizations should pair algorithmic evaluation with transparent, humanizing management practices, especially for less proactive late-career employees.
OBJECTIVE: To examine whether perceived algorithmic evaluation relates to lower job satisfaction through organizational dehumanization, and whether proactive personality weakens this pathway.
METHODS: Three-wave time-lagged survey data from 223 employees aged 45+ in 12 financial-services firms across five regions in China. Moderated mediation model (PROCESS Model 7) tested.
RESULTS: PAE positively associated with dehumanization, which predicted lower job satisfaction. Proactive personality buffered the PAE-dehumanization link. Moderated mediation indicated a less harmful indirect effect when proactive personality was higher.
CONCLUSION: Organizations should pair algorithmic evaluation with transparent, humanizing management practices, especially for less proactive late-career employees.