Work Subordination

One of the defining principles besides the job description, working time, working place, remuneration of a work contract is the subordination to a superior. The employment contract entails some more or less strictly executed form of direction, but a right of direction nevertheless. This element of subordination has become a major issue in the definition of whether you are effectively an employee or a self-employed person. The digital revolution had enlarged the kinds of subordination. Platforms and algorithms, that distribute work among several employees (but named platform workers) disguised the subordination to a superior level of management to the platform and its seemingly anonymous algorithm. Many young riders were saying, I don’t like bosses, but I am willing to accept a “technical” platform that distributes work tasks only seemingly in a non-discriminatory way. Due to a failure of labour legislation to regulate early enough a thriving model of fake self-employment developed throughout Europe and beyond. Labour Courts have contributed a lot to correct the disguised subordination. Even Uber is advertising that they only operate as a broker of tasks, but have no subordinated employees. The related issue of subordination remains largely the same. Subordination to an algorithm of the distribution of tasks is the end result.
Many start-up enterprises use Kanban boards to facilitate project and team management. Shifting tasks between employees, introducing new tasks and self-selection of tasks are potentially subordination-free allocation of tasks (example software). Flat hierarchies seem more manageable through the use of such tools. The number of tools that integrate other office functions is impressive. When testing such tools, that become more popular also in the distribution of household tasks, beware of the data-hungry nature of such tools. For example, warns correctly in the small print that for its full functionality it would need to have permission to use “your” camera, microphone, contacts, photo library, calendar etc.
This demonstrates that subordination, nowadays, is complemented by the algorithmic use of a lot of privacy, we would never have agreed to a boss in person should even ask for. The new and old subordinators have powerful tools at hand, the subordinated will have to get their act together and limit the amount of subordination they are willing to accept.
Again, this is a generational topic. The low threshold to accept technical subordination in younger generations, your autonomous level-5 car is breaking earlier than you even perceive a risk, is confronted with the higher threshold to accept personal subordination for youth. Interestingly, for older generations the obverse is true. All in all, we have ample reason to rethink and re-define also in legal terms the manifold, disguised and new forms of subordination related to work.