ALGORITHMIC RATIONALITY IN HUMAN RESOURCE MANAGEMENT: RISKS OF DEHUMANIZATION IN ORGANIZATIONAL DECISIONS

Abstract

The growing incorporation of algorithms and artificial intelligence systems into people management processes transforms organizational relationships by replacing human judgments with automated decisions. This study analyzes the risks of dehumanization arising from algorithmic rationality in people management practices, with emphasis on the ethical, subjective, and labor dimensions of this process. The research adopts a qualitative approach of a bibliographic nature, with an exploratory and descriptive character, supported by the systematic analysis of national and international scientific literature. The results indicate that algorithmic management restricts workers' autonomy, intensifies organizational control, and exposes individuals to psychosocial risks that current regulatory frameworks have not yet addressed consistently. The analysis reveals that computational efficiency, when disconnected from ethical and humanistic parameters, produces work environments that reduce the worker to a measurable data point. The study concludes that the construction of regulatory frameworks and management practices that articulate technology and human dignity represents the most consistent path for organizations seeking performance without abandoning social responsibility. Both Brazilian and international contexts demonstrate an urgent need to reposition the human subject at the center of organizational decisions, ensuring that algorithmic systems function as support tools rather than as autonomous agents of labor discipline and exclusion within contemporary workplaces.