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1 – 10 of 140Ning Sun, Sai Liang, Hui Li and Haiyan Song
This study aims to examine the effect of several types of ex post idiosyncratic deals (i-deals) on work–life balance and work well-being, focusing on the mediating effect of…
Abstract
Purpose
This study aims to examine the effect of several types of ex post idiosyncratic deals (i-deals) on work–life balance and work well-being, focusing on the mediating effect of work–life balance on the relationship between ex post i-deals and work well-being as well as the moderating effect of gender on the relationship between ex post i-deals and work–life balance in the hospitality industry.
Design/methodology/approach
This study uses a questionnaire survey of 642 hotel managers from developed cities in China and analyze the data with structural equation modeling. This study also conducts on-site interviews among 20 hotel managers to support conclusions of the survey.
Findings
The results indicate that task i-deals as well as career and incentives i-deals significantly promote work–life balance, thereby indirectly improving work well-being. However, the impact of flexibility i-deals on work–life balance and work well-being is insignificant. The influence of career and incentives i-deals on work–life balance for males is slightly stronger than that for females.
Practical implications
This study has practical implications for hotel employers in terms of using various ex post i-deals to motivate and retain hotel managers by improving personal work–life balance and work well-being.
Originality/value
As one of early attempts to highlight the potential of i-deals to serve as solutions for work–life conflicts and unhappiness issues among hotel managers, this study provides novel insights into the mediating process between ex post i-deals and work well-being from the work–life balance perspective as well as distinct influences of various ex post i-deals on work–life balance for male and female managers.
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Anastasia Katou, Pawan Budhwar and Mohinder D. Chand
This paper examines the relationship between timing of negotiations and idiosyncratic deals (i-deals) through the moderating effects of core self-evaluations (CSE), and between…
Abstract
Purpose
This paper examines the relationship between timing of negotiations and idiosyncratic deals (i-deals) through the moderating effects of core self-evaluations (CSE), and between i-deals and employee reactions through the moderating effects of transformational leadership behaviour (TLB) in the Indian hospitality industry.
Design/methodology/approach
A total of 275 employees working in 39 companies responded to a self-administered questionnaire. To test the research hypotheses, the methodology of structural equation models was used.
Findings
The results show that the relationship between before hiring negotiations and i-deals is stronger for those individuals who had low self-worth, due to countervailing forces created by their belief that they may not be eligible for i-deals. In contrast, the relationship between after hiring negotiations and i-deals is stronger for those who had high self-worth, due to their belief that they were entitled to i-deals. Additionally, the research highlights that the relationship between i-deals and employee reactions is stronger for those organisations, which are high on TLB.
Research limitations/implications
The data does not allow for investigating dynamic causal inferences, because they were collected using a questionnaire at a single point in time, and they were reported in retrospect, raising measurement concerns about recall bias.
Practical implications
From a managerial point of view, the findings of this study inform that in negotiating both employment conditions and work arrangements, organisations should try to achieve i-deals that are primarily flexibility focused, and that in increasing efficiency organisations should make the employees feel well supported in order to develop more confidence in deploying skills and abilities to address a more open view of their i-deals.
Originality/value
The study contributes to our understanding about the Indian hospitality industry by utilising the self-enhancement theory in examining whether individual differences moderate the relationship between the timing of negotiations and i-deals, and also by utilizing the social exchange theory to examine whether TLB moderates the relationship between i-deals and employee reactions.
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Sylvie Guerrero and Hélène Challiol-Jeanblanc
The purpose of this paper is to conceptualize ex ante idiosyncratic deals (or i-deals) as a way to foster individual perceptions of a positive employer image by offering…
Abstract
Purpose
The purpose of this paper is to conceptualize ex ante idiosyncratic deals (or i-deals) as a way to foster individual perceptions of a positive employer image by offering customized additional instrumental benefits.
Design/methodology/approach
A survey is led among 182 engineers in demand on a local labor market to test whether ex ante i-deals combine to a more global and external perception of a good employer, measured by perceived external prestige (PEP), to explain turnover intentions.
Findings
The results validate all research hypotheses, and show that the moderating effect of ex ante i-deals in the PEP-turnover intention relationship is significant during the first years spent in the company.
Originality/value
This research contributes to the literature on employees’ attraction and retention by building bridges between the literatures on employer image and i-deals.
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Jerald Greenberg, Marie-Élène Roberge, Violet T Ho and Denise M Rousseau
In response to demands and opportunities of the labor market, contemporary employers and employees voluntarily are entering into highly customized agreements regarding nonstandard…
Abstract
In response to demands and opportunities of the labor market, contemporary employers and employees voluntarily are entering into highly customized agreements regarding nonstandard employment terms. We refer to such idiosyncratic deals as “i-deals,” acknowledging that these arrangements are intended to benefit all parties. Examples of i-deals include an employee with highly coveted skills who is compensated more generously than other employees doing comparable work, and an employee who is granted atypically flexible working hours to accommodate certain personal life demands. The nonstandard nature of i-deals is likely to prompt questions about the fairness of the arrangement among three principal stakeholders – employees who receive the i-deal, managers with whom the i-deal is negotiated, and the co-workers of these employees and managers. We analyze issues of fairness that arise in the relationships among all three pairings of these stakeholders through the lenses of four established forms of organizational justice – distributive justice, procedural justice, interpersonal justice, and informational justice. Our discussion sheds light on previously unexplored nuances of i-deals and identifies several neglected theoretical issues of organizational justice. In addition to highlighting these conceptual advances, we also discuss methods by which the fairness of i-deals can be promoted.
Ning Sun, Haiyan Song and Hui Li
This paper aims to investigate how different types of idiosyncratic deals (i-deals) in the hospitality industry enhance occupational well-being (OWB) through organization-based…
Abstract
Purpose
This paper aims to investigate how different types of idiosyncratic deals (i-deals) in the hospitality industry enhance occupational well-being (OWB) through organization-based self-esteem (OBSE).
Design/methodology/approach
In 2019, 679 questionnaires were distributed to middle- and high-level managerial staff who had worked in high-end hotels in China for at least 1 year, and 642 valid responses were collected. The survey data were analyzed using structural equation modeling. Follow-up interviews were conducted with 20 hotel managers to verify and lend additional support to the survey findings.
Findings
Both task i-deals and career and incentives i-deals positively affected OBSE and OWB, whereas flexibility i-deals negatively affected OBSE. OBSE positively affected OWB, thereby mediating the relationships between the three types of i-deals and OWB.
Originality/value
This study is groundbreaking in its exploration of how various i-deals contribute to OWB through OBSE among middle- and high-level managerial staff. The findings provide initial evidence of the links between i deals, OBSE and OWB and demonstrate how i-deals can address the practical problem of the shortage and loss of competent operational and administrative talent in the hospitality industry.
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Andrew Kimwolo and Thomas Cheruiyot
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.
Abstract
Purpose
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.
Design/methodology/approach
Standard multiple regression analysis was used to test the hypotheses from data collected from a field study from 498 employees and 48 managers.
Findings
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).
Research/limitations/implications
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.
Practical implications
Organizations must grant their employees with intrinsically motivating I-deals in order for display of IWB.
Social implications
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.
Originality/value
This is the first study to investigate a linear relationship between intrinsically motivating I-deals and IWB.
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Yipeng Tang and Severin Hornung
– The purpose of this paper is to develop and test a model of idiosyncratic deals (i-deals), embedded in the processes of work-family enrichment.
Abstract
Purpose
The purpose of this paper is to develop and test a model of idiosyncratic deals (i-deals), embedded in the processes of work-family enrichment.
Design/methodology/approach
Hierarchical linear regressions and indirect-effect analyses were used to analyze the data from 179 working parents surveyed in a Chinese city.
Findings
Successful i-deal negotiation was contingent on both personal initiative of the employee and a positive influx of support from the family to the work domain. Additionally, the results suggested that: development i-deals enriched the intra-work role experience by customizing intrinsic work features and thus enhancing intrinsic motivation. Flexibility i-deals enriched the work-to-family boundary experience through increased instrumentality of the work role, connected to the economic basis of employment.
Research limitations/implications
Providing new insights into the antecedents and consequences of i-deals, the study suggested a model through which employees can create balance and use synergies in their work-life quality. Based on single-source cross-sectional data, the results are preliminary.
Practical implications
Human resource management needs to consider the family lives of employees, especially in the Chinese culture. The authors further discussed applications of and limitations to the use of i-deals.
Social implications
The study provides a new approach to addressing the issue of balance between different social roles.
Originality/value
The study is the first to investigate i-deals in the context of work-family enrichment, explore the role experiences of i-deal recipients, and link i-deals to distinct motivational processes.
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Bhawna, Sanjeev Kumar Sharma and Prashant Kumar Gautam
This study intends to investigate how an employee's proactive personality and a supervisor's idiosyncratic deals (i-deals) relate to their subordinates' affective commitment (AC…
Abstract
Purpose
This study intends to investigate how an employee's proactive personality and a supervisor's idiosyncratic deals (i-deals) relate to their subordinates' affective commitment (AC) and occupational well-being (OWB), in light of the mediating role of subordinates' i-deals, using proactive motivation theory and the job demand–resource (JD-R) model as theoretical foundations.
Design/methodology/approach
The study consisted of 342 employees working in the hospitality industry. To examine the proposed model, the researchers used the structural equation modelling approach and bootstrapping method in AMOS.
Findings
The results affirmed the influence of subordinates' proactiveness on AC and OWB, but no direct influence of supervisors' prior i-deals on subordinates' AC and OWB was established. When investigating the mediational role of subordinates' i-deals, a partial mediation effect was found between subordinates' proactive personality with AC and OWB, whereas full mediation was established between supervisors' i-deals and subordinates' AC and OWB.
Practical implications
These findings shed light on how i-deals improve AC and OWB for both groups of supervisors and subordinates. In an era of increasing competition amongst organizations operating within the hospitality industry, i-deals serve as a human resource strategy to recruit, develop and retain talented individuals.
Originality/value
The novelty of this research lies in its specific investigation of the combined influence of proactive personality as an individual factor and supervisors' i-deals as an organizational factor on subordinates' i-deals within the context of the hospitality industry. Furthermore, it aims to analyse the potential impact of these factors on AC and OWB.
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Violet T. Ho and Amanuel G. Tekleab
The purpose of this paper is to disentangle the relationship between the request of idiosyncratic deals (i-deals) and the receipt of such deals, and investigate the moderating…
Abstract
Purpose
The purpose of this paper is to disentangle the relationship between the request of idiosyncratic deals (i-deals) and the receipt of such deals, and investigate the moderating roles of human capital (gender and industry experience) and social capital (leader-member exchange (LMX)) in this relationship. Attitudinal outcomes of i-deals receipt are also examined.
Design/methodology/approach
Data were collected from 244 alumni of a Midwestern public university.
Findings
The positive relationship between i-deals request and receipt was stronger at higher than at lower levels of LMX. Receiving i-deals was related positively to job satisfaction and affective commitment, and negatively to turnover intention.
Research limitations/implications
The authors provide a nuanced perspective of i-deals by separating employees’ request from their receipt of i-deals, and identifying contingent factors that determine whether i-deal requests are successful.
Practical implications
For employees, cultivating a strong relationship with one’s supervisor can yield benefits that extend to i-deals negotiation. Providing i-deals to deserving workers can boost employees’ work attitudes.
Originality/value
Previous studies have operationalized the i-deals construct as requesting and receiving the deal, thereby excluding the possibility that employees may have requested but did not receive the i-deal. This is one of the first studies to disentangle these two concepts, thereby providing a more balanced and representative view of i-deal-making in organizations.
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Tuan Trong Luu and Chris Rowley
Idiosyncratic deals (i-deals) are employees’ proactive individualized negotiations with their employer for higher job autonomy corresponding to their competencies and values. The…
Abstract
Purpose
Idiosyncratic deals (i-deals) are employees’ proactive individualized negotiations with their employer for higher job autonomy corresponding to their competencies and values. The path to i-deals in the organization can commence with value-based human resource (HR) practices. The purpose of this paper is to investigate this path from value-based HR practices to i-deals through the mediating roles of corporate social responsibility (CSR), emotional intelligence (EI) and upward influence behaviors.
Design/methodology/approach
The hypothesized model was verified through the structural equation modeling-based analysis of cross-sectional data from 362 respondents from Vietnam-based software companies.
Findings
Research findings found value-based HR practices as the starting point of the path to i-deals, in which consecutive crucial milestones are ethical CSR, EI and organizationally beneficial upward influence behaviors.
Originality/value
I-deals literature, through this empirical inquiry, is further extended by discovering the socialized driving forces, such as CSR and EI, behind individualized i-deals.
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