Hacking work: Critically examining the implications of the new discourse and practices of hacking for work intensification and organisational control

Abstract

This paper discusses the importance of ‘hacking work’ in organisations, specifically in relation to control over workers in organisations operating within the neoliberal ideological project. Noting the shift in the discourse of hacking beyond references to computer-mediated, anti-establishment oriented activities, we draw on the current meaning of the term ‘hacking’ that encompasses any ‘shortcuts’ that can be applied to more efficiently complete tasks. We argue that in workplace contexts, the emergence of ‘work hacking’ practices can be observed, whereby employees invest time, effort and tacit knowledge into inventing and implementing various ‘tricks’ in order to fulfil organisational demands whilst maintaining their own wellbeing. We discuss how ‘hacking work’ practices, even if seemingly subversive, present a new form of work intensification and control within the labour process. They can be seen as an exercise in ‘working to work’ through self-disciplining, aimed at ensuring that the employee completes the allocated tasks regardless of the insufficiency of time and other resources. Their emergence also points to the devaluing of work itself, manifested in a view of work as no more than a set of tasks that need to be ‘hacked’.

Developing the concept of leaveism: From presenteeism/absence to an emergent and expanding domain of employment?

“…It seems organisational pressures related to WI represent the top four leaveism drivers – stop work piling up (89.9%), work spilling into private life (61.7%), ease of staying in touch (52.9%) and short‐staffing (44.2%). Such findings indicate use of coping mechanisms (Bloom & Śliwa, 2021), advancements in the use of mobile technologies for work (Bittman et al., 2009) and downsizing initiatives (Boxall & Macky, 2014), as key in leaveism. Further links exist between leaveism and WI.…”

“…What is more, research has exposed the many difficulties employees face when attempting to resist WI. For example, employees' coping and resistance strategies, such as ‘shortcuts’ to complete a task more quickly, have themselves been found to be a new form of WI and self‐discipline, as they are aimed at ensuring allocated tasks are still completed despite the lack of time (Bloom & Śliwa, 2021).…”