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The goal of this study is to explore the consequences of flexibility i-deals in work and non-work domains of employees.

A matched supervisor–subordinate sample context drawn from a security organization in Chile (N = 3,624 subordinates matched with 107 supervisors) was used which is an unrepresented context in research on i-deals.

Results from multi-level analyses reveal that the interaction of performance motivation of subordinates and flexibility i-deals matters to performance motivation of subordinates. In turn, performance motivation reduces turnover intentions and work–family conflict of subordinates.

The findings from multi-level structural equation modelling supported our hypotheses and offered interesting implications for the i-deals literature and practitioners. Our findings highlight (1) the importance of being performance driven to obtain flexibility i-deals and (2) the enabling role of performance-oriented supervisors.

Flexibility i-deals act as mechanism that translate the impact of performance motivation on key work and non-work outcomes and can be considered as important HR tools for employees and managers.

This research highlights the importance of performance motivation to obtain i-deals and emphasises that the motivation of supervisors is key to enable these deals. Furthermore, the context of this research, which is a security organisation, is important as research to date has been conducted in Western and corporate settings.

This paper aimed to explore the relationship between flexibility i-deals and employee attitudes. The authors developed theory and tested a non-linear model between i-deals and perceived organizational support (POS), and career satisfaction.

Hierarchical linear modeling using multisource data collected in a field study from 207 employees and 39 managers supported the hypotheses.

Consistent with the proposed non-linear model, low and high levels of flexibility i-deals were associated with high POS and career satisfaction. At moderate levels of i-deals, employee attitudes were lower.

Though non-linear relationships are unlikely to result from multi source common method data, the cross-sectional study design limits the authors from claiming causality between the variables of interest. This study is an important step towards elucidating the complex nature of relationship between flexibility i-deals and employee outcomes.

Organizations must heed the needs of employees who seek accommodations in their work schedule. However, organizations should be cognizant of the associated implications at different levels of flexibility granted.

I-deals partly satisfied employees' need for affiliation by strengthening their emotional bonds with the organization (i.e. POS). I-deals also enhanced employees' career satisfaction which is an important component of self-actualization. By meeting employees' higher order needs i-deals have the potential to create a workplace that provides overall wellbeing rather than just a living.

This is the first study to investigate non-linear relationships between flexibility i-deals and employee attitudes.

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.

As personalized work arrangements, idiosyncratic deals can activate employees’ energy and thus affect their innovative performance. The purpose of this study was to examine whether employee vitality mediates the relationships between two different types of idiosyncratic deals and the innovative performance of employees and whether the mediating effects are moderated by employees’ age.

Matched data were collected from 620 employees and their direct supervisors who work in two large Chinese technology R&D organizations.

Results indicate that two different types of i-deals (task and work responsibilities i-deals and flexibility i-deals) are positively related to the innovative performance of employees and that vitality mediates those relationships. Further, chronological age enhances the positive relationship between task and work responsibilities i-deals and vitality, and it enhances the indirect effect that task and work responsibilities i-deals relate to the innovative performance of employees through vitality. However, the results of this study indicate that the moderating effect of chronological age on flexibility i-deals and vitality, as well as the moderated mediation effects of vitality on the relationship between flexibility i-deals and the innovative performance of employees, did not meet the standard for significance.

Based on the cognitive evaluation theory, this study explores more deeply the mechanism by which task and work responsibilities i-deals and flexibility i-deals activate employees’ energy and thus influence their innovative performance. In addition, this study comprehensively considers the moderating effect of chronological age, an important demographic variable, on the mechanism of idiosyncratic deals.

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).

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.

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.

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.

The purpose of this paper is to investigate the relationship between two sub-dimensions of a leader’s empathy (perspective-taking and empathic-concern) and successful authorization of idiosyncratic deals (developmental, location flexibility and schedule flexibility i-deals).

Structural equation modeling was conducted on the cross-sectional data collected from 307 managers working in software development and support companies located in major cities in India.

While empathic-concern is positively related to successful authorization of both developmental and flexibility i-deals, perspective-taking related positively to authorization of developmental i-deals and showed no significant relationship with flexibility i-deals.

The study reiterates the importance of empathy in modern workplaces and encourages managers to be conscious of their intelligence, as well as emotions, while participating in negotiations at the workplace.

The paper relates i-deals to sub-dimensions of empathy which is a previously unexplored antecedent to i-deals.

Idiosyncratic deals are personalized employment conditions individual workers have negotiated. This study aims to investigate influences on supervisors' authorization of i‐deals and their evaluation of these arrangements.

Structural modeling was used to analyze survey data from n=263 supervisors managing telecommuting employees in the German public administration.

Supervisors differentiated among i‐deals regarding development, flexibility, and workload reduction. Their authorization of developmental i‐deals was influenced by employee initiative. Supervisors viewed these i‐deals to have positive implications for employee motivation and performance. Flexibility i‐deals were influenced by structural conditions such as the type of work the employee performed. Supervisors viewed these i‐deals to enhance work‐life benefits. Supervisors tended to grant workload reduction i‐deals in the context of unfulfilled organizational obligations towards employees.

Relying on single‐source cross‐sectional data, our results provide a managerial perspective on i‐deals. Conclusions regarding implications for employees are tentative. Recommendations for future study designs are discussed.

Managers need to better recognize that i‐deals take different forms, and these forms are associated with different outcomes. I‐deals provide a way to experiment with innovative human resource practices.

This is the first study to examine i‐deals from a supervisor perspective. It is the first to identify differential circumstances and consequences managers associate with authorizing three distinct forms of i‐deals.

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.

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.

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.

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.

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.

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.

Hierarchical linear regressions and indirect-effect analyses were used to analyze the data from 179 working parents surveyed in a Chinese city.

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.

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.

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.

The study provides a new approach to addressing the issue of balance between different social roles.

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.

The purpose of this paper is to examine the relationships of i-deals with the employability of older workers, and introduce two distinct theoretical processes through which these effects occur. On the one hand, a self-enhancement perspective postulates that i-deals enhance self-efficacy through which older workers become more employable. On the other hand, a lifespan perspective postulates that i-deals enhance older workers’ future time perspective through which they become more employable.

Data were gathered among 244 employees via an online questionnaire that had been sent to employees of 45 years or older at eight companies in the Netherlands.

Results showed that task and work responsibilities i-deals are strongly related to older workers’ employability, and that this relationship is mediated by future time perspective and self-efficacy. Location flexibility i-deals were positively related to employability. Financial i-deals and schedule flexibility i-deals were unrelated to employability.

This study introduces two novel ways through which i-deals for older workers can be studied: a self-enhancement and a future time perspective. Both can explain how older workers may enhance their employability by negotiating i-deals.

As the percentage of older workers will increase, there is a great need for organizations to focus on the employability of older workers. The present study shows that organizations are able to increase the employability of older workers by individual arrangements.

Individualization of work arrangements has been theorized to facilitate older workers’ employability, but the present study is the first to investigate how i-deals may contribute to greater employability.