How Uber Uses Psychological Tricks to Push Its Drivers’ Buttons

The New York Times, 2017

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As the on-demand economy continues to grow, companies will gain new power over freelancers.

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Ever since its founding in 2009, Uber has personified the best and the worst of the on-demand economy. As independent contractors, Uber drivers are technically their own bosses. Still, Uber’s algorithms sneakily shape their workdays. New York Times reporter Noam Scheiber reveals how the ride-sharing service uses behavioral psychology to keep drivers chasing the next trip. getAbstract believes his essential report offers a glimpse into the near future of work, when companies may have more control over workers.

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Like other gig economy platforms such as Lyft and Postmates, Uber uses psychological tricks to keep its drivers on the road. As independent contractors, drivers don’t have employee protections to prevent the company from exploiting its power.

After a sexual harassment allegation and a viral video showing CEO Travis Kalanick arguing with a driver over fare reductions, the ride-share service is trying to reshape its image to appear softer on drivers. But even a feature that congratulates new drivers for getting halfway to their first...

About the Author

Noam Scheiber is a New York Times reporter who covers workplace concerns. He wrote about economic policy for 15 years at the New Republic.

Noam Scheiber

How Uber Uses Psychological Tricks to Push Its Drivers’ Buttons

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