The ery of productive artificial ielligence (Gen AI) io the workplace has provided a great opportunity to increase productivity, creativity and innovation, but new research on more than 3,500 people shows that the tool, along with functional benefits, can have negative psychological consequences.
According to the Harvard Business Review, people who performed their duties with the help of artificial ielligence provided higher productivity, but were subsequely reduced to motivation and increased motivation while doing things without artificial ielligence.
Higher performance and lower motivation using productive artificial ielligence
The results of this study show that the use of artificial ielligence enhances the quality and speed of the work; Performance evaluation reports, for example, were arranged with longer, more analytical, and more productive tone. Emails written with the help of productive artificial ielligence also had a warmer and more humane language.
However, after leaving artificial ielligence and returning to solitary work, people experienced an iernal motivation (11 % average) and an increase in boredom (20 %).
One of the reasons for this decline is the motivation to lose corol and ownership. When artificial ielligence does hard and iellectual parts, one first feels less likely to have a role and the sensory relationship with it is reduced. Returning to work without the help of artificial ielligence returns this feeling of corol, but reduces the sense of pleasure and inspiration.
To effectively exploit the benefits of productive artificial ielligence without damaging employees, companies must use a clever combination of human participation and artificial ielligence.
This combination should include independe and challenging tasks after artificial ielligence -based activities. Transparency of the role of technology in processes is also importa to maiain a sense of ownership and responsibility. Creating a balance between AI -based independe tasks enhances meal diversity and human ieraction.
Targeting employees for clever use of these tools also preves human skills and motivations from weakening. This approach creates a sustainable equilibrium between efficiency and job satisfaction.
Finally, the future of the work depends on the cohere ieraction between human and artificial ielligence, which, if properly managed, enables maienance and motivation to maiain simultaneous productivity and motivation.
