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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.

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.

The hypothesized model was verified through the structural equation modeling-based analysis of cross-sectional data from 362 respondents from Vietnam-based software companies.

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.

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.

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 study aims to examine the direct and indirect effects of self-efficacy, networking abilities and perceived employability on the negotiation of idiosyncratic deals (i-deals) between individual workers and their employers.

In total, 213 managerial professionals – a non-random sample – working for different small and medium-sized enterprises from several industries in Argentina were surveyed online. Hypotheses were tested using structural equation modeling.

The results revealed that self-efficacy and networking abilities exert an indirect effect on i-deal negotiation through perceived employability. Those individuals with higher levels of self-efficacy or greater networking abilities tend to develop more positive perceptions of their employability and, therefore, are more prompted to negotiate i-deals with their employers.

This research sheds light on the dynamics underlying the relationship of employees' characteristics and skills with i-deal negotiation. Besides, it provides further evidence that individual bargaining has become widespread in professional employment contexts, above and beyond the collective labor agreements that prevail in most Latin American countries.

Self-efficacy and networking abilities can be relevant individual factors in understanding i-deal negotiation, given that both shape employees' perceptions of employability.

Although the impact of employee characteristics and skills on the idiosyncratic negotiation of employment terms has been broadly recognized, scholars have called for further exploration of the mechanisms underlying this relationship. By simultaneously investigating the impact of self-efficacy, networking abilities and perceived employability on i-deals, this study provides a more comprehensive understanding of how an individual's personal characteristics and skills facilitate the idiosyncratic negotiation of employment terms.

Este estudio examina los efectos directos e indirectos de la autoeficacia, las habilidades de networking y la empleabilidad percibida en la negociación de acuerdos idiosincráticos (i-deals) entre los empleados, en forma individual, y sus empleadores.

213 gerentes profesionales – muestra no aleatoria – que trabajaban en PyMEs pertenecientes a diversas industrias en Argentina completaron encuestas de modo online. Las hipótesis fueron testeadas utilizando modelos de ecuaciones estructurales.

Los resultados revelaron que la autoeficacia y las habilidades de networking ejercen un efecto indirecto en la negociación de i-deals a través de la empleabilidad percibida. Aquellos individuos con niveles más altos de autoeficacia o mayores habilidades de networking tienden a desarrollar percepciones más positivas de su empleabilidad y, por lo tanto, están más dispuestos a negociar i-deals con sus empleadores.

Esta investigación contribuye a dilucidar la dinámica que subyace la relación entre las características y habilidades de los empleados y la negociación de i-deals. Asimismo, provee una evidencia adicional de que la negociación individual se ha extendido en contextos de empleo de tipo profesional, más allá de las negociaciones colectivas de trabajo que prevalecen en la mayoría de los países de América Latina.

La autoeficacia y las habilidades de networking pueden ser factores individuales relevantes para comprender la negociación de i-deals, siendo que ambos moldean la propia percepción de empleabilidad del individuo.

Aunque el impacto de las características y habilidades de los empleados en la negociación idiosincrática de los términos de empleo ha sido ampliamente reconocido en estudios anteriores, se ha planteado la necesidad de continuar examinando los mecanismos subyacentes a dicha relación. Al investigar simultáneamente el impacto de la autoeficacia, las habilidades de networking y la empleabilidad percibida en la negociación de i-deals, este estudio provee una comprensión más completa de cómo las características y habilidades personales del individuo facilitan la negociación idiosincrática de los términos de empleo.

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 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.

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.

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.

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.

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.

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.

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.

Idiosyncratic jobs occur when formal job duties match the abilities or interests of a specific person. New duties can accrue or be negotiated to match an existing employee or a potential hire. Idiosyncratic jobs can help organizations deal with changing contexts, and influence organizational goals and structure. They can affect job holders’ careers and organizational job structures. The evolutionary accumulation of idiosyncratic jobs can potentially generate unplanned organizational learning. Promising research frontiers include links to work on job crafting, I-Deals, negotiated joining, and ecologies of jobs. Deeper exploration of these domains can advance core theories of job design and organizational transformation and inform normative theory on organizational use of idiosyncratic jobs without falling into cronyism, inefficiency, or injustice.

There has been a growing number, though still modest, of organizations in Vietnam context that hire employees with disabilities and build disability inclusive management practices and disability diversity climate for them to engage in their work roles. The purpose of this paper is to investigate how disability inclusive HR practices contribute to work engagement of employees with disabilities working in Vietnam-based information technology (IT) industry.

The research model was tested through the data collected from employees with disabilities and their direct supervisors from IT companies based in Vietnam.

The data analysis revealed that disability inclusive HR practices influenced employees with disabilities to engage in their work activities through organizational identification as a mediator. Moral leadership exhibited a positive interactive effect with disability inclusive HR practices in promoting organizational identification of employees with disabilities and, in turn, their work engagement. In addition, employees’ idiosyncratic deals were found to serve as an individual enhancer for the link between their organizational identification and work engagement.

This research sets a milestone for more empirical inquiries on disability-oriented antecedents at both organizational and individual levels that can foster work engagement of employees with disabilities.

The purpose of this paper is to present the importance of i-deals, or idiosyncratic deals, especially for older workers in organizations.

The paper briefly reviews recent literature relating to the important benefits older workers bring to organizations and the elements of their work that older workers value.

Keeping older workers in the organization can have important benefits. Enhanced flexibility and autonomy is especially valued by older workers.

As a brief review, this paper summarizes other literature.

I-deals, or flexible work deals, must respond to the specific needs and desires of older workers. Older workers have increasingly diverse wants and needs, and it is important that they be heard in this regard.

As society ages, managing these challenges will become both more important and challenging.

This paper will be widely read and may drive practical change in organizations.