Group Project - Organisational Behavior

Gig Economy: Analysing the

Motivators & Drivers

PRESENTED BY GROUP 6

Abhishek Bansal 230102098

V.L.K. Chaitanya 230101348
Divij Chawla 230101070
Khyati Kathuria 230103104
Mansi V. Langiwar 230101117
Vansh Maheshwari 230101224

Group 6, Section A, Organisational Behavior

Project Objective
Inspired by music, a "Gig" represents short-term or part-time work, offering
individuals from diverse industries and sectors the freedom to contribute to
various engagements. The "Gig Economy" relies on independent freelancers
and contractual talent, gaining prominence post the Great Recession and
further accelerated during and after the pandemic.
Our project delves into the Gig Economy, focusing on
"Motivators and Drivers."
We seek to understand gig workers' inspiration, and
their professional journeys, and provide insights on
industry implications and recommendations from in-
depth primary research analysis.

In this non-traditional environment facilitated by apps and on-demand

services, individuals work flexibly on projects for various clients, including
roles like ride-hailing drivers, on-demand services, and digital freelancers in
marketing, technology, and HR. Surprisingly, the "Gig" industry also garners
substantial support from offline clientele channels, broadening its market
presence.

Group 6, Section A, Organisational Behavior

 Describing the Research Sample
To ensure we survey a fitting sample, we decided to interact with and interview Six (6) Gig Workers. We strategically chose an
appropriate mix, each offering a distinct flair of personal & professional experiences.

01. Operating Via Digital Mediums/ Apps 02. Operating Via Offline Channels
Under the Digital Medium/Apps segment, we have interacted
Under the Offline Apps segment, we have interacted with Two
with Four (4) Gig Workers. These individuals are associated
(2) Gig Workers. These individuals are associated with
with numerous digital-first on-demand services such as
traditional on-call service providers. These providers help
Zomato, Zepto, etc., Digital Content Creation and freelancing
connect the gig workers with their clients.
agencies. These organizations/agencies enable freelancers/gig
workers to reach their clients.

Name Saddam Ahmed Name Gulshan Kumaar

Age 28 Age 21

Interviewed Gig Worker Education Not Educated Interviewed Gig Worker Education Till 12th Class

Occupation Delivery Boy Occupation Electrician

Years of Service 12 Years of Service 02

Places of Work Airtel & Zomato Places of Work On-call Electrician

Group 6, Section A, Organisational Behavior

Data Analysis TL:Dr of Gig Workers
Gig worker GW-1 GW-2 GW-3 GW-4 GW-5 GW-6

Name Siddam Ahmad Ravi Kumar Akash Gulshan Kumar Gola Divya Nandini

Gig work Delivery executive Bus driver Cab driver Electrician Office/ house help Independent bakery owner

Organisation Zomato Schools and colleges JSI tours and travels On call-electrician Ashok East End Cafe

Age 28 55 21 21 38 22

Gender Male Male Male Male Female Female

Education level Not disclosed Not educated Till class 8th Till class 12th Till class 8th Graduate

Tenure of work/day 12-15 hours/day 10-12 hours/day 8-10 hours/day 8 hours/day 8 hours/day 8 hours/day

Years of service 12 years 40 years 6 months 2 years 7 years 4 years

Necessity
Lost job during covid Sole earner Additional income Additional income Sole earner Additional income
(unemployment etc.)

Flexibility Less Less Moderate Moderate Moderate High

Values money over Values money over Values autonomy over Values autonomy over Values money over
Autonomy Values autonomy over money
autonomy autonomy money money autonomy

Job Satisfaction Not satisfied Not satisfied Satisfied Satisfied Satisfied Satisfied

Work-life balance Work-life balance

Work-life balance No work-life balance No work-life balance No work-life balance Work-life balance prevails
prevails prevails
Family and
No- extra earning No- extra earning
caregiving Yes- family of 4 Yes- family of 5 Yes No- extra earning member
member member
responsibilities
Self-Identity Not as crucial Moderate Crucial Crucial Moderate Crucial

Group 6, Section A, Organisational Behavior

Findings and Inferences Implications
Low Motivating Potential Score - In case of 3 of the workers These can be broadly divided into 2 categories
the task variety as well as the autonomy aspect was missing 01. General Implications 02. Specific Implications
which was a major reason why they had a low motivating
potential score (MPS) leading to them not being satisfied with
their jobs. A few factors that form the core of General Implications are:
1. Jobs at early ages
Absence of Job Enrichment - The missing factor for most of 2. Surviving to Thriving Change
the people interviewed was the absence of intrinsic 3. Prominent Role of Money
motivation. There was lack of Job enrichment in their activities
and the only motivating factor for the workers left was cash
Changes in Implications, based on the Gig
and family needs only.
1. Drivers and Delivery personnel: Money-driven and less
autonomy-driven.
Values V/S Cash-The key finding of the report was how the
2. Office Workers: Moderate influence of autonomy observed.
younger people who could afford to take on more risks were
3. Freelancers: Autonomy is the primary factor money is in the back
willing to take up jobs even if they were making them feel less
seat.
valuable whereas those who were of relatively older age and
had a family to look after could not afford compromising the
cash needs and it was one of the prominent motivator for
them.

Group 6, Section A, Organisational Behavior

 Establishing Concept Linkages
1. Operant Conditioning
Taking up a job is reinforced by the positive consequence of
supporting their family's financial needs. Simultaneously, the potential
punishment of not securing employment, resulting in financial hardship
and an inability to support their family, acts as a strong motivation to
pursue early employment, thus avoiding negative consequences.
3. Maslow's Hierarchy of Needs
As individuals attain higher educational qualifications and potentially
secure better employment opportunities, they may progress from
focusing on basic survival needs (such as food and shelter) to pursuing
higher-level needs, such as self-actualization and personal growth.
This shift reflects that as lower-level needs are satisfied, individuals
are more inclined to pursue higher-level aspirations and thrive in
various aspects of life
Group 6, Section A, Organisational Behavior
2. Self-Determination Theory
The pursuit of early employment to acquire new skills is
driven by the intrinsic motivation for self-improvement
and personal development, which are central elements
of self-determination theory.
4. Economic Rationality
In the context of job changes, when money is identified
as the primary factor, it reflects the idea that individuals
are seeking to maximize their economic utility. They are
making choices that they believe will lead to improved
financial well-being, which aligns with the rational
pursuit of self-interest and economic gain.
 Establishing Concept Linkages
5. Risk Aversion and Utility Maximization
The decision to choose a higher-paying job
by the drivers and the delivery partners
over owning a firm reflects a preference for
stability, reduced risk, and the pursuit of
financial well-being
Group 6, Section A, Organisational Behavior
6. Intrinsic Motivation
The freelancer derive a sense of fulfillment
from having control over her choices and
actions. This can be linked with Intrinsic
Motivation as it encourages her to seek
activities and decisions that align with her
intrinsic values and desires, even if external
rewards, such as higher pay, may not be
the primary factor driving their choices
7. Altruism
The freelancer had a genuine desire to
make a positive impact on others or society
as a whole because of which she opened
East and Deli. Her actions were driven by a
sense of social responsibility, empathy, and
a willingness to contribute to the greater
good.
Recommendations
While considering the ‘Motivators and Drivers’ within the gig economy, it is essential to understand what motivates individuals
to engage in gig work and the factors that drive their decisions.

Offer gig workers access to health and well-being

Promote gig work's flexibility to attract and
Flexibility as a Health & Wellness benefits, including affordable healthcare, mental
retain talent, emphasizing its ability to support
Strategic Motivator Support health resources, and financial planning, to
work-life balance.
enhance motivation and overall well-being.

Promote autonomy among gig workers by

Autonomy & granting them more control over their schedules
Independance and job choices, while empowering them to
make impactful decisions about their work.
If using algorithmic management, clarify and
Clear Performance
communicate performance metrics to gig workers
Metrics
for transparent evaluations that encourage
improvement.

Implement transparent pay structures with

Involve gig workers in decision-making processes,
incentives for high performance to motivate gig Feedback &
Fair Compensation including policies, compensation, and algorithms,
workers effectively while ensuring fair Participation
to boost motivation and foster a sense of
compensation.
ownership.

Group 6, Section A, Organisational Behavior

Conclusion
As part of our project, we conducted interviews with
diverse gig economy workers, delving into their
motivations and drivers for their work. Our focus extended
to understanding their sense of identity in relation to their
work. Additionally, we explored the implications of our
findings, connecting them to established behavioral
concepts that influence decision-making. Our research
culminated in offering recommendations tailored to the
unique needs and experiences of gig workers, all derived
from the rich data we gathered during the interviews.

Group 6, Section A, Organisational Behavior