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Article
Publication date: 22 February 2021

A moderated mediation model of idiosyncratic deals and innovative performance of R&D employees: roles of vitality

Yufang Huang and Xin Chen

As personalized work arrangements, idiosyncratic deals can activate employees’ energy and thus affect their innovative performance. The purpose of this study was to…

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Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Originality/value

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.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/CMS-09-2020-0417
ISSN: 1750-614X

Keywords

  • Chronological age
  • Innovative performance
  • Vitality
  • Idiosyncratic deals

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Article
Publication date: 27 February 2020

The moderating effects of transformational leadership and self-worth in the idiosyncratic deals – employee reactions relationship: A study of Indian hospitality industry

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…

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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.

Details

Personnel Review, vol. 49 no. 7
Type: Research Article
DOI: https://doi.org/10.1108/PR-11-2019-0596
ISSN: 0048-3486

Keywords

  • Idiosyncratic deals
  • Timing of negotiations
  • Employee reactions
  • Self-evaluation
  • Transformational leadership
  • India

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Article
Publication date: 6 November 2009

Why supervisors make idiosyncratic deals: antecedents and outcomes of i‐deals from a managerial perspective

Severin Hornung, Denise M. Rousseau and Jürgen Glaser

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

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Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

Journal of Managerial Psychology, vol. 24 no. 8
Type: Research Article
DOI: https://doi.org/10.1108/02683940910996770
ISSN: 0268-3946

Keywords

  • Line managers
  • Flexible working hours
  • Industrial relations

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Book part
Publication date: 30 June 2004

FAIRNESS IN IDIOSYNCRATIC WORK ARRANGEMENTS: JUSTICE AS AN I-DEAL

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…

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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.

Details

Research in Personnel and Human Resources Management
Type: Book
DOI: https://doi.org/10.1016/S0742-7301(04)23001-8
ISBN: 978-0-76231-103-3

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Book part
Publication date: 17 August 2016

Idiosyncratic Jobs, Organizational Transformation, and Career Mobility

Anne S. Miner and Olubukunola (Bukky) Akinsanmi

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…

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Abstract

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.

Details

The Structuring of Work in Organizations
Type: Book
DOI: https://doi.org/10.1108/S0733-558X20160000047016
ISBN: 978-1-78635-436-5

Keywords

  • Idiosyncratic jobs
  • job design
  • job crafting
  • I-Deals
  • ecologies of jobs
  • organization learning

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Article
Publication date: 8 February 2016

Development idiosyncratic deals and career success

Sylvie Guerrero, Hélène Jeanblanc and Marisol Veilleux

The purpose of this paper is to rely on the sponsored-mobility perspective of career success (Turner, 1960) to explore the antecedents and consequences of development…

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Abstract

Purpose

The purpose of this paper is to rely on the sponsored-mobility perspective of career success (Turner, 1960) to explore the antecedents and consequences of development idiosyncratic deals (i-deals). The authors position career planning as an antecedent of development i-deals, and subjective and objective measures of career success as an outcome.

Design/methodology/approach

The authors led a two-wave study among a sample of 325 engineers to test the research hypotheses.

Findings

Results support the hypotheses. Development i-deals are positively related to three objective measures of career success (e.g. promotions, hierarchical level, and salary) and one subjective measure of career success (e.g. career satisfaction).

Practical implications

The results offer new perspectives to practitioners who want to better manage the careers of their talented employees by highlighting the positive effects of development i-deals on career success.

Originality/value

This paper relates i-deals to the field of careers.

Details

Career Development International, vol. 21 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/CDI-08-2015-0115
ISSN: 1362-0436

Keywords

  • Careers
  • Organizational behaviour
  • Social capital
  • Skilled workers

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Article
Publication date: 18 November 2018

Relationship between leader’s empathic disposition and authorization of idiosyncratic deals: An empirical study

Bramhani Rao and Sambashiva Rao Kunja

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…

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Abstract

Purpose

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).

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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

Details

Journal of Indian Business Research, vol. 11 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/JIBR-09-2018-0253
ISSN: 1755-4195

Keywords

  • Empathy
  • Perspective-taking
  • Developmental i-deals
  • Empathic-concern
  • Flexibility i-deals
  • Idiosyncratic deals

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Article
Publication date: 11 March 2019

Paternalistic leadership and idiosyncratic deals in a healthcare context

Tuan Trong Luu and Nikola Djurkovic

Reflecting a behavioral orientation specific to leaders in Confucian-based cultures, paternalistic leadership appears relevant to the Vietnamese business context. Taking…

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Abstract

Purpose

Reflecting a behavioral orientation specific to leaders in Confucian-based cultures, paternalistic leadership appears relevant to the Vietnamese business context. Taking healthcare organizations in Vietnam as a source of data collection, the purpose of this paper is to seek an insight into the relationship between paternalistic leadership and idiosyncratic deals (i-deals) among clinical members.

Design/methodology/approach

The data were harvested from 1,182 clinical employees and 168 direct supervisors from 19 hospitals in Ho Chi Minh City, Vietnam.

Findings

The data analysis revealed that authoritarian leadership behaviors displayed a weak negative link with employees’ i-deals, while the benevolence and morality dimensions of paternalistic leadership exhibited positive relationships with i-deals. The research results also provide evidence for the roles of organizational identification and role breadth self-efficacy (RBSE) in mediating the relationships between paternalistic leadership dimensions and i-deals. The current study also verified the utility of employees’ flexible role identity as an enhancer of both the relationship between organizational identification and i-deals, as well as of the relationship between RBSE and i-deals.

Originality/value

This study extends the leadership literature by unveiling the role of paternalistic leadership in fostering i-deals among clinicians through organizational identification and RBSE as dual mediation paths as well as flexible role identity as a moderator of the relationship between both organizational identification and RBSE and i-deals.

Details

Management Decision, vol. 57 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/MD-06-2017-0595
ISSN: 0025-1747

Keywords

  • Vietnam
  • Organizational identification
  • Idiosyncratic deals (i-deals)
  • Paternalistic leadership
  • Flexible role identity
  • Role breadth self-efficacy

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Article
Publication date: 26 March 2019

Intrinsically motivating idiosyncratic deals and innovative work behaviour

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.

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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.

Details

International Journal of Innovation Science, vol. 11 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/IJIS-05-2017-0038
ISSN: 1757-2223

Keywords

  • Innovative work behaviour
  • Intrinsic
  • Flexibility I-deals
  • Tasks and responsibilities

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Article
Publication date: 11 April 2016

A model of idiosyncratic deal-making and attitudinal outcomes

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…

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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.

Details

Journal of Managerial Psychology, vol. 31 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/JMP-12-2014-0369
ISSN: 0268-3946

Keywords

  • Human capital
  • Social capital
  • Idiosyncratic deals (i-deals)
  • Leader-member exchange
  • I-deals receipt
  • I-deals request

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