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This paper aims to determine the effect of intrinsically motivating idiosyncratic deals (I-deals) on innovative work behaviour (IWB) among tied life insurance agents in Kenya.

Standard multiple regression analysis was used to test the hypotheses from data collected from a field study from 498 employees and 48 managers.

The study findings showed a positive relationship between both flexibility I-deals and IWB (ß = 0.461, p < 0.00) and between task and responsibilities I-deals and IWB (ß = 0.171, p < 0.01).

The cross-sectional collection of data weakens the author’s claim of causality between the variables in focus. The study extends literature on the effects of flexibility as well as tasks and responsibilities I-deals on IWB.

Organizations must grant their employees with intrinsically motivating I-deals in order for display of IWB.

These I-deals provided intrinsic motivation of the employees in displaying IWB in the organizations. The exchange relationship with the employers got enhanced through their granting motivating employees to look for new ways of doing their work.

This is the first study to investigate a linear relationship between intrinsically motivating I-deals and IWB.

Job characteristics can potentially influence employees’ attitudes and behaviors. However, their impact on employees’ innovative behaviors, particularly in public sector organizations, has received little scholarly attention. Based on relational job design theory and the broaden-and-build theory of positive emotions, this study aims to examine the effect of job contact on public sector employees’ innovative work behavior through the mediator of happiness at work. It also assesses whether prosocial motivation strengthens the influence of job contact on innovative work behavior (via happiness at work).

The model was examined on a sample of 180 employee-supervisor dyads (90 supervisors and 180 employees) recruited from various government departments in the United Arab Emirates.

The findings support the proposed moderated mediation model in which job contact positively and significantly impacts innovative work behavior. The association between job contact and innovative behavior via happiness at work is found to be stronger for employees who are highly prosocially motivated.

The findings offer prescriptive insights into public sector employee happiness and prosocial motivation by illustrating when and how job contact influences innovative work behavior. The authors also present relevant managerial recommendations for promoting public sector employees’ innovative behavior.