Cover Research from Zhejiang University, published in ‘Harvard Business Review’, found that while using generative AI tools in the workplace can boost immediate task performance, it could have a psychological effect on employee motivation and fulfillment (Photo: Getty Images)
Research from Zhejiang University, published in ‘Harvard Business Review’, found that while using generative AI tools in the workplace can boost immediate task performance, it could have a psychological effect on employee motivation and fulfillment (Photo: Getty Images)
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Generative AI promises unprecedented workplace productivity gains, but new research suggests it comes with hidden costs that leaders must address to maintain a healthy, motivated workforce
Recent research from Zhejiang University, published in Harvard Business Review, confirms what many forward-thinking leaders already suspect: generative AI enables professionals to produce high-quality work in a shorter time.
But there is a hidden trade-off: a decline in motivation and increase in feelings of boredom when workers toggle between tasks assisted and not assisted by AI.
Across four studies involving 3,500 participants, the researchers found that AI-assisted tasks produced significantly better results across common professional responsibilities.
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For instance, performance reviews written with AI assistance were longer, more analytical and had a more helpful tone. Emails drafted with AI support contained warmer language with greater expressions of empathy and social connection—all while requiring less time to produce.
For businesses seeking immediate performance gains, the case for implementing generative AI tools seems straightforward.
Yet, the contrasting psychological outcome the research revealed could have implications for companies leveraging AI’s potential benefits without affecting their employees’ drive.
What happens after AI does the heavy lifting
The most striking finding reveals a significant drop in workers’ intrinsic motivation—by an average of 11 per cent—when transitioning from AI-collaborative work to independent tasks. Even more concerning, feelings of boredom increased by about 20 per cent during this shift.
This presents a leadership challenge: how do you capitalise on AI’s productivity benefits without undermining the psychological elements essential for sustained workplace engagement?
The researchers point to a fundamental issue: generative AI removes the most cognitively demanding aspects of work—often the very elements that make tasks stimulating and personally fulfilling. When AI handles the heavy lifting of critical thinking or creative development, workers can feel disconnected from their output.
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Above AI tools such as Perplexity are increasingly being used in workplaces to improve human efficiency on tasks such as research, content production and image generation (Photo: Getty Images)
AI tools such as Perplexity are increasingly being used in workplaces to improve human efficiency on tasks such as research, content production and image generation (Photo: Getty Images)
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The control conundrum
At the heart of this productivity paradox lies the question of control. The research indicates that AI collaboration initially reduces workers’ sense of agency—the feeling of being the primary force behind their work. This sense of control represents a crucial component of intrinsic motivation.
Interestingly, when workers return to non-AI tasks, their sense of control returns, but at the cost of enjoyment. They regain autonomy but feel less inspired and challenged after experiencing the efficiency of AI collaboration.
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Strategies for leaders
The research offers practical approaches for business leaders seeking to harness AI’s benefits while maintaining team motivation:
- Integrate rather than replace. Let AI provide a foundation, not a final product. Instead of allowing AI to complete entire tasks, use its outputs as starting points for human refinement and creativity.
- Design intentional workflows. Structure workflows that alternate between AI-assisted tasks and independent responsibilities which require original thought and decision-making.
- Preserve meaningful challenges. Ensure employees continue to engage with tasks that exercise their skills and problem-solving abilities without relying on AI.
- Boost transparency. Clarify how generative AI is being used. When employees understand that the technology supports rather than supplants them, they’re more likely to feel engaged.
- Develop mindful AI usage. To avoid an overreliance on AI, train teams to use it thoughtfully. This could include workshops on prompt writing or scenario-based exercises that demonstrate when human judgement should take the lead.
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The leadership imperative
For business leaders implementing generative AI, the message is clear: productivity gains alone cannot sustain long-term success. The psychological experience of work remains fundamental to employee engagement, development and retention.
The most effective approach treats generative AI as a partnership rather than a replacement—one that enhances human capabilities while preserving the core elements that make work meaningful and motivating.
By striking this balance, organisations can realise both immediate performance benefits and lasting workforce engagement—the true benchmark of successful technological integration.
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Chong Seow Wei is a regional senior editor covering business, innovation, impact and people. Based in Singapore, she oversees content for Gen.T, Tatler’s platform for promising entrepreneurs and new-generation leaders, and its Power & Purpose vertical.
