The increasing use of People Analytics to manage people in organizations ushers in an era of algorithmic management. People analytics are said to allow decision-makers to make evidence-based, bias-free, and objective decisions, and expand workers' opportunities for personal and professional growth. Drawing on a virtue ethics approach, we argue that the use of people analytics in organizations can create a vicious cycle of ethical challenges - algorithmic opacity, datafication, and nudging - which limit people's ability to cultivate their virtue and flourish. We propose that organizations can mitigate these challenges and help workers develop their virtue by reframing people analytics as a fallible companion technology, introducing new organizational roles and practices, and adopting alternative technology design principles. We discuss the implications of this approach for organizations and for the design of people analytics, and propose directions for future research.

越来越多地使用人员分析来管理组织中的人员，这开启了算法管理的时代。据说，人员分析可以使决策者做出循证，无偏见和客观的决策，并扩大工人个人和职业发展的机会。借助美德伦理学方法，我们认为在组织中使用人员分析会造成道德挑战的恶性循环，即算法的不透明性，数据传播和裸露，这限制了人们培养美德和繁荣的能力。我们建议组织可以通过将人员分析重新定义为容易犯错的伴随技术，引入新的组织角色和实践以及采用替代技术设计原则来减轻这些挑战并帮助员工发展自身的美德。