Gig Economy and Women in State of Bihar: Dimensions &Perspectives

Risk Shifts in the Gig Economy: The Normative Case for an Insurance Scheme against the Effects of Precarious Work*

Purpose This paper aims to explore and conceptualize the emotional labor of racial minorities and women in the gig economy. Design/methodology/approach The paper draws on current research on gig workers' engagement in emotional labor and accounts of unfair practices in the gig economy. It calls out the presence of bias in algorithmic systems used within the gig economy as a means of control and gig worker management. The negative impact of such bias on a specific gig worker demographic is theorized. Findings Through a review of research on the nature of work in the gig economy, the paper suggests an unspoken mandate exists for gig workers to engage in emotional labor practices. Specifically, the nature of gig work in terms of algorithmic control, coupled with gig work dependence, often creates a need for gig workers to engage in emotional labor. This need is heightened for racial and ethnic minorities and women gig workers. Research limitations/implications As gig platforms increasingly rely on algorithms for management and gig workers face biases, this paper offers valuable insights that contribute to a comprehensive understanding of the gig economy's impact on worker well-being. The paper discusses the need for more profound research into the nature of work in the gig economy and the life experiences of gig workers. Practical implications This paper has significant implications for organizations and gig workers. Understanding the relationships proposed in this paper can inform organizational strategies to enhance the well-being of gig workers and improve their overall work experiences, potentially leading to increased satisfaction and reduced turnover. Additionally, the paper recommends strategies gig workers can utilize to achieve positive outcomes. Originality/value The evolving work landscape, driven by the gig economy, necessitates a thorough understanding of new work dynamics. This paper sheds light on the often-overlooked diversity within the gig workforce, mainly focusing on the unique experiences of women and racial and ethnic minorities.

Gig Workers are individuals who take on short-term, flexible jobs often mediated through digital platforms. This type of work includes roles like Drivers for ride-share services like Uber or Lyft, or delivery workers for Zomato or Swiggy, and Gig workers are mainly employed by big corporations like Swiggy, Zomato, Uber, Ola, Rapido, fiverr, upwork inc., lyft, TaskRabbit, Airbnb, toptal, 99designs, amazon flex, crowdspring, doordash, Etsy, Instacart, perpleperhour and more. Gig workers face many difficulties and problem in their life. They earn below minimum wage . Gig workers are unaware about schemes that provided by government like Pradhan Mantri Shram Yogi Maan-Dhan (PM-SYM), Pradhan Mantri Suraksha Bima Yojana (PMSBY), Pradhan Mantri Jeevan Jyoti Bima Yojana (PMJJBY) and etc . ?The gig economy accounts to 1.5% of the total working class or the labour class in the country? . A study says that 7.7 million working people were engaged in the gig economy and is expected to rise to 23.5 million by 2029-2030, generating up to 4% of the country's income. The government of India recently added a separate section in the Code on Social Security (2020) in name called 'gig economy' but the code has still not come into effect . This paper will focus on the existing labour laws and social security frameworks, code on social security 2020 is sufficient for Gig workers, does social security act 2008 support for gig workers and highlighting their inadequacies in protecting gig workers? rights. The Researcher, through this article, tried to identify the problems faced by gig workers in relation to labour welfare in the gig economy. Further the researcher provides appropriate suggestion by recommendation to improve livelihood of Gig workers.

The gig economy, characterized by short-term contracts and freelance work, has significantly altered traditional employment models. This shift poses unique challenges and opportunities for Human Resource Management (HRM). As the gig economy grows, understanding the role of HRM in managing gig workers becomes crucial, particularly in terms of employee engagement, motivation, and retention. This research aims to explore the role of HRM practices in the gig economy, focusing on how HRM can effectively manage and support gig workers to enhance organizational performance and worker satisfaction. A comprehensive mixed-method approach was meticulously employed, integrating both quantitative and qualitative techniques to thoroughly assess the role of HRM in the gig economy. The quantitative component involved a structured survey distributed to 250 HR professionals across various industries, with an impressive response rate of 78% (195 respondents). The survey focused on HRM practices such as recruitment (30% of questions), performance management (25%), training (20%), and development (25%). In parallel, qualitative semi-structured interviews were conducted with 40 gig workers from diverse sectors, representing a 10% sampling from the total pool of respondents who participated in the survey. The study utilized SPSS software for quantitative analysis, focusing on multiple regression and factor analysis techniques.These interviews were designed to inclusively explore the gig workers' experiences and expectations regarding HRM practices, providing nuanced insights that complemented the survey data. The quantitative analysis revealed that 68% of HR professionals reported incorporating flexible recruitment strategies tailored to gig workers, with 54% emphasizing performance management systems adapted for short-term contracts. Training and development were less frequently addressed, with only 45% and 38% of respondents indicating specific programs for gig workers.Qualitative interviews further illuminated these findings, with gig workers expressing a strong preference for more inclusive training opportunities (70% of interviewees) and transparent performance management systems (65%). Many gig workers also highlighted the need for development pathways that could lead to longer-term employment or enhanced skills (60%), suggesting a gap between HRM practices and gig worker expectations. The study concludes that HRM plays a critical role in optimizing the gig economy workforce. By adapting HR practices to meet the unique needs of gig workers, organizations can achieve better performance outcomes and improve worker satisfaction. The research underscores the importance of developing HRM frameworks that are flexible, responsive, and aligned with the evolving nature of work in the gig economy.

Advances in technology and the increasing number of workers who are not constrained by traditional ways of working have fuelled gig economy activity, with several online platforms and gig workers springing up around the world. On the other hand, the problematic nature of value creation in the relationship between online platforms and gig workers has become an impediment to the sustainable growth of the gig economy. Although the gig economy business model is based on a triangular relationship consisting of platforms, gig workers and consumers, there has been limited discussion of the potential for customers to influence gig economy labour relations. Therefore, this paper identified the problematic nature of value creation in the relationship between online platforms and gig workers and theoretically integrated the possibility of active consumer intervention into this issue. This paper can highlight the hitherto unfocused relationship between gig workers and consumers and provide realistic sustainability options for existing gig economy business operations. Based on a systematic literature review, this paper proposed a conceptual framework that would incorporate four items in the consumer-worker interaction: rating systems/feedback, word of mouth, gig worker’s working condition and consumers’ moral awareness. As the result of interaction, there would be two possible outcomes: Pattern A suggests that the platform may be at risk of further deterioration, whilst Pattern B suggests that the platform’s labour practices could be improved. Finally, this paper also planned a specific research design, data collection and data analysis procedures for future research. Although this paper focuses only on on-demand (offline) through app services, which is the strongest link between customers and gig workers in the gig economy, it is one of the benchmark studies to focus on consumers in the gig economy triangular relationship. This proposed conceptual framework will contribute to the observation of the potential for consumers to improve the working conditions of gig workers in the gig economy.

Industry experts estimate that there could be over 15 million gig economy workers in India. Despite its massive potential, India’s gig economy is still at a very nascent stage. Due to the recent pandemic, many companies were forced to trim staff and hire gig workers due to uncertain market conditions. This has dispelled many reservations about the dependability and long-term viability of a gig workforce. India can emerge as one of the largest markets for flexible staffing globally. It is therefore apt that a research article traces the Indian gig economy and draws valid inferences for the human resource (HR) function. The objective of this article is to review and synthesise themes and narratives around gig economy from the perspective of people’s function. The study analyses the concepts in two phases. In phase I, we summarise the key concepts from academic research. We, further, extract the opinions of business professionals; in phase II, using text mining techniques in SPSS Modeler Text of qualitative data discussed in the Indian context is used to come up with the gig economy narrative in India. This inductive research draws inferences from secondary data available in newspapers, magazines, blogs, research journals and comments posted on social media like LinkedIn and Twitter. The findings of this article reveal how gig economy has shaped the employer–employee relationship. While doing so, we present the opportunities and challenges for the gig workers, the influence of the pandemic in fuelling the gig economy and perception of the organisations. There is more positive sentiment and optimism around the gig economy in India. The role of the managers will transform in this model, and functions like learning and development and performance management will undergo vital changes. Creating a sense of inclusion and belongingness among the gig workers will become a priority. Therefore, to become a stable employment model, there is a need to create a robust gig ecosystem where expectations of all the important stakeholders are understood and met. Implication: The union budget 2021–2022 for the first time acknowledged the gig economy and announced social security benefits for the gig workers. It is time for HR and policymakers to redesign policies and processes that will not just accommodate gig workers into the formal employment but also foster inclusion. The exhaustive review of literature provides a holistic picture of gig economy to scholars interested in the field of gig economy, psychological contract, and diversity and inclusion. Practitioners can use insights from this research study to manage, engage and retain their gig talent.

Purpose: Kerala's unemployment rate is 28.7%, while the national average is 10%. The most susceptible age group is 15-27, who are unemployed despite having a decent education. The gig economy serves as a safety net for millions of unemployed adolescents seeking subsistence and 'flexi-work' through platforms. The study attempts to understand the readiness of Generation Z to participate in the Gig Economy by adopting the TPB. Methodology: A well structured questionnaire was administered to those generation Z who are willing to work in the Gig Economy. The questionnaire was developed using the scales adopted from TPB. A total of 390 samples were collected. The complexity of the relationships of the variables were analysed using PLS SEM. Findings: The results suggest that Work-Life Balance, Learning and Development, Technology and Digitalisation, and Social Media had a substantial impact on the desire of Generation Z to join the gig economy, but Leadership did not have a major impact. Managerial Implications: There are a lot of opportunities to perform well in the Gig economy. Employing more youth into Gig Economy can not only improve the employment rate but also foster the advantages the new employment model in the state. Originality: The Literature on the generation Z is growing. There have been a number of studies on generation Z and also on Gig Economy. This study might be the first study on the readiness of Generation Z to participate in the Gig Economy in state of Kerala in India.

The gig economy's explosive growth has created flexible, platform-based entrepreneurial opportunities that have drastically changed the global employment landscape. The role of gig work in promoting entrepreneurship is examined in this study, "The Gig Economy as a Sustainable Entrepreneurial Pathway – A Study on Zomato Ltd." It focuses on the advantages, difficulties, and long-term sustainability of gig work for workers in India's digital labor market. In order to obtain thorough insights, the study uses a mixed-method research design that combines quantitative and qualitative techniques. A structured questionnaire was used to gather primary data from 50 Zomato delivery partners in major Indian cities. Secondary data came from academic publications, business reports, and policy documents, such as India's Booming Gig and Platform Economy (2022) by NITI Aayog. The association between work flexibility, job satisfaction, and entrepreneurial intention was evaluated using statistical techniques like regression analysis and correlation. The results show that the main factors boosting gig workers' entrepreneurial mindset are flexibility, autonomy, and income potential. But issues like unstable income, no social security, and little opportunity for career advancement still exist. Gig work may be a route to self-employment if it is facilitated by strong institutional and organizational frameworks, according to a positive correlation between job satisfaction and entrepreneurial intent. To ensure sustainable gig entrepreneurship, the study suggests bolstering social protection, welfare, and skill development programs

The subject of the article is impact the gig economy to the legal regulation of labor, civil, tax relations.The purpose of the article is to identify the problems of legal regulation of relations between gig workers and digital platforms in the gig economy and suggest ways to improve it.The methodology includes systematic approach, comparative method, formal-logical method, formal-legal method, analysis, synthesis.The main results of the research. The transition from a “classic” industrial employment relationship between an employer and an employee to one based on the gig economy, using digital platforms to link the employee to their job, has created problems in classifying employment arrangements in labor law. In the current situation, the state needs to do a lot of work: (1) the sphere of the gig economy requires the compilation of clear terminology, as well as the analysis and identification of the functions of digital platforms and gig workers, then it requires amendments to labor legislation; (2) it is necessary to develop criteria for gig workers or independent contractors, one of the criteria can be proposed: the performance of work by a gig worker without the control of the hiring firm. The hiring firm's control should be limited to accepting or rejecting the results a gig worker achieves, not how they achieve them; (3) It is necessary to delimit the sphere of regulation of hired labor from the sphere of regulation of gig-employment, to withdraw gig-employment from the regulation of labor legislation.An analysis of the current legislation and law enforcement practice shows that the cornerstone of legal regulation in the field of the gig economy is the issue of legal registration of relations between digital platforms and their partners. Thus, with a rigid approach that identifies these relations with labor relations, the gig economy loses its specificity, digital platforms lose their competitive advantages in many ways, and in some cases, their ability to function. At the same time, the current relations in the field of employment of individuals on digital platforms allow us to speak about the presence of certain differences between such relations and labor relations, which are manifested mainly in greater freedom on the side of the "employee" and less control on the part of the employer – the digital platform, and also the unstable nature of this form of employment and its subsidiarity to more traditional forms. The specificity of the relationship between platforms and its counterparties also raises the question of the need to reform the provisions on civil liability, aimed at formulating special grounds for the responsibility of digital platforms, the distribution of this responsibility between them and their partners. Such provisions may be based on the existing norms on the liability of the employer for harm caused by his employee.Conclusions. The change of labor relations between employees and the employer to the relationship between the digital platform and gig workers predetermines the transformation of tax legal relations, in terms of the following aspects: what taxes should a gig worker pay, should there be any special tax regime; how the issue of paying insurance premiums should be resolved, whether they should be mandatory or voluntary; what role digital platforms will play in tax relations, whether they should act as tax agents or data providers; what requirements for gig workers, as taxpayers, should be imposed by tax legislation in terms of record keeping and reporting; how tax control should be exercised over gig workers and digital platforms.

Purpose Although it is transforming the meaning of employment for many people, little is known about the implications of the gig economy for human resource management (HRM) theory and practice. The purpose of this paper is to conceptually explore the notion of HRM in the gig economy, where intermediary platform firms design and implement HRM activities while simultaneously trying to avoid the establishment of employment relationships with gig workers. Design/methodology/approach To conceptualize HRM in the gig economy, the authors offer a novel ecosystem perspective to develop propositions on the role and implementation of HRM activities in the gig economy. Findings The authors show that HRM activities in the gig economy are designed to govern platform ecosystems by aligning the multilateral exchanges of three key gig economy actors: gig workers, requesters and intermediary platform firms, for ensuring value co-creation. The authors argue that the implementation of HRM activities in the gig economy is contingent on the involvement and activities of these gig economy actors. This means that they are not mere recipients of HRM but also actively engaged in, and needed for, the execution of HRM activities. Originality/value The study contributes to research by proposing a theoretical framework for studying the design of HRM activities, and their implementation, in the gig economy. From this framework, the authors derive directions for future research on HRM in the gig economy.

The gig economy is mainly comprised of platform and gig workers and has been characterised by short-term, freelance and flexible nature of employment. It has transformed the traditional standard of employment by offering new opportunities along with challenges in the existing labour market. The gig economy has seen an exponential growth in India mainly due to advancements in technology, a rise in preference for non-traditional work arrangement, the digitalisation of the economy, need for a second and quick source of income due to economic pressure. Gig economy in India encloses a broad range of industries from ride-hailing services and food delivery agents to freelance IT and creative work. The key challenges for the regulation of gig economy in India includes ambiguity in legal status, the lack of collective bargaining power and the absences of a comprehensive social security for platform/ gig workers. The regulation of gig and platform workers is a global issue where the International Labour Organisation (ILO) has recognised the need to protect the gig workers. The ILO’s 2025 agenda focuses on advancing social justice and promoting decent work in the evolving labour market. It aims to address critical areas such as the future of work, social protection, equality and the regulation of emerging work forms like the gig economy. India has taken certain measures to regulate the gig economy by focusing on providing legal recognition and social security to platform and gig workers, the social security code, 2020 and other initiatives at the central level and State level initiatives includes certain steps taken by the State government such as the state of Rajasthan and Kerala. This paper aims to study the pros and cons of the gig economy, whether it is a panacea or pandora’s box for developing nations along with that the paper aims to address the following three questions: 1. Why the Gig Economy is on the rise? 2. Why is there a need to regulate it? 3. What are the recent measures taken to regulate it?

Abstract. Work in the gig economy is defined as short-term and task-based jobs mediated by digital platforms. In Indonesia, the emergence of an online motorcycle taxi driver platform in 2015 marked the discourse about the gig economy as the future alternative of jobs on the one hand, and as a new form of exploitation of labor on the other hand. This study is the first to define the typology of the gig economy and identify the platforms of the gig economy service providers in Indonesia. Furthermore, this study estimates the number of gig economy workers by using micro data from the National Labor Force Survey (Sakernas) released by the Central Statistics Agency. It was found that 0.3 to 1.7% of Indonesian workers participated in the gig economy as their primary job. This study also compares the characteristics of gig workers in the transportation sector and in the other service sectors with the overall demographics of the workforce. It was found that gig workers shared more characteristics with the formal workers than with the informal workers. Finally, this study maps the distribution of gig workers throughout Indonesia at the city/district level. It can be concluded that the gig economy is an urban phenomenon. Most gig workers in the transportation sector are concentrated in the provincial capital and in Metropolitan Jakarta. Meanwhile, gig workers in other service sectors are distributed more in tier 2 cities in Java. Keywords: Gig economy, gig worker, digital worker, labor economics, jobs

This chapter examines some of the ways that nationally and locally distinct conditions of neoliberal austerity shape how people come to take up work in the platform-mediated gig economies of New York City and Berlin. Focusing on gig workers' experiences with platforms providing domestic cleaning service, the chapter analyses the experience of four young platform workers and concludes that global institutional phenomena such as 'the gig economy' and 'austerity' have local platform-specific iterations as well as larger global patterns. While it is true that the gig economy's business model is predicated on austerity logics, to the extent that its two central tenets are risk offloading and continuous accounting, platform companies are also notorious for burning through massive amounts of venture capital in their quest to achieve scale. The immediate impact of this pursuit on many gig workers has been one of relative — and short-lived — splendour, as they eagerly collect sign-up bonuses and enjoy initial payouts higher than any previously received wage. Platform labour's link to austerity is thus not a straightforward matter, as it is rife with ambivalence and contradictions.

Purpose This study examines how gig economy participation drives startup innovation, especially in resource-constrained settings. Design/methodology/approach Drawing on job characteristics theory (JCT), resource-based view (RBV) and upper echelons theory (UET), this study integrates multi-level perspectives to explain how gig economy participation fosters startup innovation. Empirical insights are derived from data on 5,727 entrepreneurs from the Global Entrepreneurship Monitor (GEM). Findings Results show that gig economy participation significantly enhances innovation, particularly in emerging economies. These insights guide entrepreneurs and policymakers in leveraging the gig economy to drive innovation. Research limitations/implications Our findings confirm a significant positive relationship between entrepreneurial participation in the gig economy and startup innovation performance. This not only supports but extends prior work by conceptualizing the gig economy as a strategic resource within the resource-based view (RBV) of the firm. In doing so, the study contributes to a paradigm shift in understanding how startups mobilize and exploit external resources in digitally mediated environments. By redefining gig work as an innovation-enabling input rather than a labor cost alternative, this research advances theoretical conversations around entrepreneurial resource orchestration in the digital era. Practical implications For practitioners, this study underscores the strategic value of engaging with the gig economy to enhance innovation. Entrepreneurs and startup leaders are encouraged to integrate gig-based labor not only for operational flexibility but also as a source of specialized skills and rapid iteration. Importantly, psychological traits such as entrepreneurial self-efficacy must be managed to ensure optimal use of external resources. Furthermore, firms should consider aligning gig work structures with the principles of job characteristics theory (JCT), emphasizing autonomy, task identity and skill variety. Doing so can improve performance, foster creativity and enhance both participant development and organizational innovation outcomes. Social implications For policymakers and regulatory bodies, our findings highlight the gig economy’s potential to strengthen entrepreneurial ecosystems, particularly in underdeveloped and emerging economies where formal resource channels are limited. A supportive and inclusive gig economy infrastructure – guided by oversight from government and industry associations – can improve worker satisfaction, create meaningful employment opportunities, and promote inclusive national development. Effective policy must therefore strike a balance between enabling innovation and safeguarding fair labor standards, ensuring that gig platforms contribute not only to entrepreneurial performance but also to social equity and economic resilience. Originality/value The study clarifies how individual and institutional factors shape the gig–innovation link and provides strategic recommendations to maximize gig economy benefits, particularly across emerging markets, thus offering actionable insights for entrepreneurs, policymakers and platform designers.

Justice, Dignity, and Reward: Nurturing Relationships in the Gig Economy Calum Samuelson1 Introduction The Bible has a great deal to say about workers and work, but, due to considerable cultural and economic differences, it can be difficult to apply biblical wisdom to the complex landscape of modern work. The gig economy in particular presents many opportunities and obstacles to modern workers and employers, but its novel and evolving characteristics greatly complicate responses built upon comprehensive data. Thus, whilst acknowledging the importance of insights from fields such as law and economics, this essay takes a biblical approach in order to consider some of the underlying theological factors at play within the gig economy. By doing this, it is hoped that both workers and employers will be better equipped to parse and distinguish between the purported and actual advantages of the gig economy. Workers in the Bible can be divided into three basic groups: 1) professionals, the self-employed and those who owned property, 2) permanent workers (mainly relatives and servants)2 , 3) temporary workers (such as the disenfranchised and foreigners).3 This hierarchy of workers fundamentally created relationships of unequal power. Masters who owned land had more power and discretion than the permanent servants in their households, and both of these had more power than the temporary workers who often lacked both material resources and social capital (perhaps because of misfortune or disaster).4 The biblical corpus implicitly recognises that some asymmetry is inevitable in relationships between human beings and, on that basis, provides guidance for acceptable behaviour in whatever socio-economic position people may find themselves. Thus, all workers are endowed with some measure of positional power, and nowhere in Scripture are the obligations of this endowment made clearer than in the domestic codes given by Paul in the New Testament.5 Paul’s exhortation to both masters and servants to treat each other ‘in the same way’6 due to their shared status as ‘servants of Christ’7 was truly revolutionary in the time of the early Church. Studies • volume 108 • number 432 432 Calum Samuelson Positional power is, of course, closely related to the idea of agency. The Book of Judges 6:15 illustrates a five-fold hierarchy of agency: ‘But sir, how can I deliver Israel? My clan is the weakest in Manasseh, and I am the least in my family’.8 This single verse conveys agency at the national level (Israel), tribal level (Manasseh), clan level, family level and the individual level (Gideon himself). Each level was respected and responsible for actions and behaviour within that level. This means that Israel was responsible for things as a nation that Gideon was not necessarily responsible for; Gideon could not be a ‘light to the nations’ by himself. Crucially, the divisions of positional power exist within and across the hierarchies of agency (the role of chief always entails high positional power, but the individual who relinquishes that position does not). The biblical hierarchy of agency is shifted in the New Testament, but still articulates a stratified vision involving the Church, geographic assemblies of the Church (ekklesia),9 ethnic groups,10 families11 and households,12 and individuals. Jesus teaches about bearing fruit at the individual level, but there is also the fuller and mysterious sense in which groups of people can bear fruit collectively; the Spirit of God who produces the fruit does not dwell in isolated individuals but rather in assemblies of God’s people.13 This means that separate agents can become a single agent together in Christ even though their positional powers are different; the master and the servant are both essential members of the Body of Christ! These truths have significant implications for work in general and for the gig economy in particular. An increasing number of participants in the gig economy are temporary workers who are kept at arm’s length from the company for which they work. Giggers occupy roles of low positional power that must be mediated by large, international platforms such as Upwork. However, it is precisely in this context that many giggers hope to obtain or initially feel an increased sense of their agency as individuals. For Christians today, freelancers...